cultural transition
New structures and behaviour go hand in hand with organisational transition. The top team of a transport infrastructure company needed to cope with these typical demands of behavioural and cultural change... and to improve relationships and team performance.
Through individual and group coaching sessions involving Alan Mitchell (above), using tailored feedback and psychometric tools, managers felt in a safe place to explore their existing culture around relationships and performance. They unravelled critical cultural 'habits', such as the signals they were giving around performance issues.
Key moments
Managers understood their role locally and within the whole organisation
Critical results
Better relationships between managers and teams resulted in increased awareness of strengths and weaknesses and improved performance
With their coaches and with each other they worked on the new approaches and styles that would deliver the transition they needed so that staff took ownership of their performance.
