Case Study

The Client:

A medium Irish company with 300 staff in manufacturing. The founder/owner had pulled back and semi-retired. A General Manager is sought to fill the void.

The Case:

Total neglect and lack of attention by the top team to their own development needs. Some shocks brought them to their realisation that ‘what served them well’ in the past was being challenged by internal and external change. Being good operators and solid managers was no longer sufficient to hold their ground and definitely not to grow the business. A non-executive director joined the board and challenged them to build strength in depth.

The Method:

Leadership competencies were identified for each job and a gap analysis identified specific areas for development. A combination of coaching, 360 degree feedback and away retreats over a 24 month period helped nurture the process. Each senior player committed to personal and professional development along with a project-based change endeavour.

The Outcome:

A total of 11 senior and 17 middle managers absorbed themselves in the process over two years. Four people left during the period (could not, or would not go with the new order of things). Career paths changed and self-directed teams emerged as the norm. Feedback on performance specifics from colleagues transformed careers and results. Today the journey continues. Sales have increased by 42% over three years, huge capital investments and profits stabilised at 4-7%.

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