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Lynlee Wilson

Expertise

I am a Registered Organisational Psychologist with over 20 years OD experience. I have worked across a wide range of Industries from Insurance, Pharmaceuticals, Telecommunications; Heavy Manufacturing; Energy; CRI's to Educational facilities. I am a Facilitator; Strategic Planner; Executive Coach and OD Professional with strong Organisational Change Management experience. I have a very pragmatic approach and I am results orientated focusing on the outcomes that need to be achieved through people in Organisations. My main focus is increasing engagement levels within Organisations. There is a clear correlation between bottom line profitability and employee engagement, the greater the engagement the higher the profitability. The more employees who 'love their work' the more successful the Organisation will be. I have the proven tools, processes and programmes to identify and grow engagement levels across a wide range of Organisations.

Change Management Project Roles

Large Telecommunications Company; Lynlee was the Change Project Manager responsible for the overall Project delivery. The situation arose because of a merger and acquisition. We were required to work closely with the HR representative at the time that did not have the capacity to be as involved as the Manager required. Our Project team consisted of four full time resources over the six month period. Upon taking the project brief we delivered a comprehensive Project Plan. This was based on Kotter’s eight step framework for managing change effectively. The project ran over a six month period during which we had a clear focus on building an internal change team to ensure that post Project delivery the internal change champions could continue the change efforts once we had exited the business.

Leadership Development/Executive Coaching Consulting Roles

Utility Services Organisation. We worked with the Corporate Services Manager over a four year period to drive significant cultural change. The advent of a new CEO to the organisation heralded the need for significant change within the business. Previously the Organisation was run as a very conservative Council based business with a high level of consensus decision making. The new CEO had a very strong commercial background and required more commercial outputs from his executive teams and the Managers within the business. He wanted a transformation to take the Organisation from an Engineering Network monopoly to a responsive and accountable utility retailer. The ‘JRA Best places to work’ was commissioned to provide a baseline measure of employee satisfaction as well as a range of internal measures of commercial success. The results were well below NZ norms highlighting a significant need to bring change to the Business. We worked with the Corporate Services Manager to create a three year change plan which was presented and signed off by The Board. We were then responsible for the major delivery programmes which included; The development of a new Vision and Values; The development and roll-out of a Leadership and Management development programme through the entire business to ensure that management capability was increased significantly; The development and roll-out of a CEO sponsored High Potential Programme to continue on an annual basis to identify and provide training over a six month period to key talent within the Business. This was completed on an annual basis until the business ceased to exist as part of the SUPER City amalgamation.

Organisational Development Roles

Public Sector Organisation. The Information Technology and Business Systems business unit had undertaken a formal review process by Deloittes and Techspace. This highlighted critical areas both technically and capability wise preventing them from being agile, proactive and delivering to their business objectives. This team consists of 90 people and is critical to the transport system of Auckland. The People Group were engaged based on previous relationships with the CFO to meet with the CIO and to design, develop and deliver a cultural alignment and engagement programme over a 12 month cycle. This assignment involved remedies and interventions as follows;

  • Individual targeted coaching programmes for the six senior managers including the Executive
  • 360 Feedback – Leadership team
  • Training needs analysis (future skills and behaviours) defined and personalised development programmes combined with the roadmap of co-ordinated team requirements for future management and leadership programmes
  • Facilitated Change Leadership Workshop
  • Training programme(s) for Managers/Team Leads
  • Provision of clarity around responsibilities and objectives, training needs analysis
  • A series of training programme(s) that provide skill and behaviour development for all staff

We have received feedback from the CFO, Executive team, CIO peers and inter-departmentally of the positive uplift they have seen within this team. They have pride and ownership in their work and at every level are committed to achieving their vision and business goals. As a result of this work we have been referred to another part of the business to work on a similar approach, thereby building a new performance and learning culture.

People Group Values