Solving people problems - case studies

These case studies feature in my recent Newsletter. To sign up for my newsletter, please visit my website. You can contact me here.

Case study – 1

The conversation with the MD went something like this: ‘We’ve tried training courses, beefed up our appraisal procedures and been down the disciplinary route. Nothing has worked, we’ve still got problems. Then someone suggested we talk to you.’

The working relationship between management and staff had broken down. The supervisors themselves did not work as a team. One supervisor had been threatened, both at work and outside. His car had been vandalised. Even his young children had suffered; bullied at school by the children of employees who held a grudge.

It was extreme, highly charged and causing massive problems for the company.

Like most things, it had to begin with listening. With a guarantee of confidentiality, my 1:1 conversations built a picture of a total breakdown in communication. Trust and respect, on either side, had completely disappeared. Added to all this there were rumours of changes in working practices which might lead to cutbacks.

The same questions were put to everyone, management and staff alike. What do you want? Where do you want the business to go? What needs to change? What do you need to see happening to convince you things have changed? How long have we got? What is your role in bringing about the changes needed? How much are you prepared to give to put things back on track?

The picture was encouraging. Both sides of the divide wanted similar things and seemed willing to make the effort to bring about change.

The results of conversations were shared with small groups of supervisors, line leaders and colleagues. There was surprise and some scepticism that top of the list was a need to work for a successful company and be happy at work.

Going through the anonymous responses to the questions the groups realised they were on the same side and that change was essential.

A couple of short workshops were held and examples of best practice shared with the groups. Very quickly it became apparent to the supervisors that line leaders and colleagues were quite able to understand and embrace the ideas put forward.

Soon respect for the views and ideas of others became a feature of workshops. Action plans and a timetable were agreed, with regular reviews to make sure everything stayed on track and obstacles removed.

Of course there were a few problems along the way, but goals were achieved. Some startling figures include:

• A 190% (not a typo!) annual staff turnover was halved in 16 weeks and continued to reduce.
• A six figure annual recruitment budget also halved in the same 16 week period.
• Team briefings became constructive sessions with ideas going both ways.
• Working practices were changed and staff levels reduced, BUT the trust and respect built up during the ‘change programme’ was not affected and continued to grow.

A key part of this was inviting me in to drive the process. A Business and Management Coach takes the view that everyone has strengths and skills which can be focused to achieve personal fulfilment and success for the business. Confidentiality is crucial. Equally crucial is commitment on the part of the top person in the business to make change happen. People can - and do - change.

Contact me to discuss how coaching will develop your business. Visit my website for more.

Case study – 2

‘We are one big happy family’ the owner manager proudly told me. But we were having the conversation because productivity had stagnated, problems with quality were not going away and he feared there were some passengers on board.

All this was costing time and money and, with a key customer audit deadline looming, it was time for action. No way could the business afford to lose a key account. But, at the same time, upsetting people was not the way to keep everyone happy; and goodwill was important.

Conversations with colleagues revealed few were aware of any problems. It was a nice place to work; some had been there many years and had introduced family members to the business. Of course some felt the reward for their effort had stood still for too long and a few admitted they were ‘looking around’.

The picture was one of a business waking up to the realisation that things needed to change; but unsure about what should change and how.

This is typical of many long established businesses. It is especially the case with many family owned businesses. But change affects everyone sooner or later. The way it is managed ensures a smooth transition to a higher gear.

Relationships and communication were fine; always a good sign. But interestingly, members of the top team did not share the same goals for the business. Meetings were frequent and much valuable information was exchanged. But vital conversations about future goals and ambitions were rarely on the agenda.

When asked what their goals were for the next 12 months and how they would know if they had achieved them, there were mixed responses; even some confusion. It was as if simply doing more of the same would see them through until the good times returned.

In order to give some focus to the top team’s effort the question was put to the MD of a business plan. It seemed a plan had been put together to take to the bank. (The first hint that money was getting tight and the bank was showing some concerns.) Their accountant had put the plan together for them and it had kept the bank happy – for now.

How was the top team working the business plan? It turned out the top team’s knowledge of the business plan was patchy. Some didn’t know it existed and others remembered it being put together.

Forgetting the jargon loaded words ‘business plan’, we looked at identifying what the business needed to do differently in order to achieve its goals. A short list of goals and priorities was agreed. The top team became focused and energised. Their enthusiasm was contagious and was soon shared by their colleagues. Previously untapped talent came to the fore and was put to good use.

Of course there were some who resisted. But coaching the top team on Performance Management brought about the changes needed. Colleagues felt more valued. They did not earn more but their efforts were recognised which boosted morale. They trusted the company well enough to know that financial rewards would be forthcoming when the time was right.

It is the introduction of a Business and Management Coach as a catalyst that breaks the mould. Contact me to talk about your business goals. It will cost noting but a little of your time and will be time well invested.

Visit my website for more.