the challenge

Our client was a manufacturer with ambitious plans for growth. Directors and Senior Managers were spending too much time ‘on the business’ rather than ‘in the business’. Middle Managers spent their time 'doing' rather than 'managing'.

as a result of our work

Turnover increased and profit increased by 15% in the following 12 months
The culture and behaviours across the business improved
We were asked to deliver two more programmes to others divisions in the business

what we did

We created different Management & Leadership Development Programmes for the directors and middle managers covering the areas of leadership and management, emotional intelligence, handling difficult conversations, coaching staff, managing time, resource and talent and managing change.

Alongside this we ran mentoring sessions for the senior managers so they were familiar with the tools and techniques their middle managers were learning and could develop and coach them to embed the training.
We facilitated team days with the Senior Team and ‘product teams’ (across different functions) to identify opportunities, challenges and agree better ways of working, actions, accountability and follow-up.
We held strengths-based coaching conversations to enable each manager to make full use of their strengths in their role and manage the ‘shadow-sides’ (weaknesses) associated with some of their strengths. This contributed to improved behaviours, increased self-awareness and higher levels of emotional intelligence and engagement.