A leading automobile organization (Technical Division)
The situation: This organization was beginning to see too much reliance on outsourced suppliers and too little internal responsibility and accountability among its managers. The CIO responded with a number of initiatives to increase performance, including new job profiles and requirements. Yet a key challenge remained: Getting managers fully engaged in making the changes work.
The approach: In initial meetings with the leadership team, we recommended that the division postpone the leadership training it was considering. Training – no matter how effective — would not be enough to drive the culture change desired. Our consulting team helped formulate and implement a change initiative that began with an employee survey to provide baseline data on goal alignment, manager/employee relations and employee engagement. To ensure that all managers and employees fully understood their redefined roles and provide the necessary insights and tools for increasing performance, the division implemented a top-down roll-out of Managing Personal Growth (MPG). Coaching workshops gave managers increased confidence and competence for supporting this employee-driven initiative. Once alignment with division goals, clarity of job expectations and more open lines of manager/employee communication were achieved, our Leading Technical People workshop helped the division’s highly technical managers develop the leadership skills to guide their teams to greater heights of achievement.
The results: The initial employee survey findings shaped a highly strategic initiative met with great success. Nearly 80% in a follow-up questionnaire agreed or strongly agreed that their MPG manager/employee discussion was “great.” Recent employee survey findings showed significant improvements in key areas including manager/employee relations, personal alignment and understanding of division goals and values – all ingredients for a high-performance division.