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A Chemical Company’s Manufacturing Leadership Team Coaching
The dynamic between unit managers and employees at this company was a bit disconnected and they tended to act as separate organizational silos. Managers felt that they needed to work on issues separately, not as a team. They did not have a shared purpose or structure that could have helped them.
Managing Partner, Nancy Benthien, helped the team and managers understand that better communication is needed for everyone to work together. They established a clear standardization on implementing norms and rules across the different business units at the site. The team benefits from everyone’s skills, strengths, and, more importantly, trust in working through the issues.
The Production Units no longer operate as silos. Even though they are separate units, the leadership team operates as a true team. They continue to work together to create and enhance site policy and procedures that bring standardization and higher performance levels to the entire production group.
World-class Aviation Manufacturer
The organization’s culture was troubled by challenges in leadership and organization effectiveness. A significant imbalance of power had cost them retention, troubling the financial performance of the company and the company’s reputation overall. The HR department did very little to remedy the issues and was not productive in designing organizational solutions.
Managing Partner, Jill Knocke, led the project to coach on these issues. She began a strategic view of the business goals, revenue sources, benchmarking industry standards, and employee engagement levels. By creating a roadmap for improvement, she was able to help them understand how to implement an inclusive approach to acquiring talent and coaching leadership.
Jill instilled robust leadership coaching, employee engagement, and recruitment programs, resulting in the company building up a leadership bench, reducing HR costs, and improving talent acquisition.