Project Description

CASE STUDY

MIDDLE MANAGER:
COMPANY WITH HISTORIC MANAGEMENT, NEEDS A GEAR CHANGE IN INTERNAL PROCESSES

Case Study

People Development

Company

Multinational in the analytics sector

Place

Italy

Edited by

Ornella Serrantini
February 2020

THE CHALLENGE: WHEN PRACTICALITY IS NOT ENOUGH

The CEO wants a change of pace, a greater contribution from the whole company (very attractive, therefore full of talents) that translates into results and a drive for innovation.
The managers, albeit with high seniority, experience and background have a distinctly operational approach. The commercial drive of the organisation ensures that the results are at the top of the list, but the perspective is increasingly limited to the short term, the individual result and the current management. Delegation, development of the potential of one’s team, innovation and experimentation remain too much out of sight against the background of a managerial culture that risks exhaustion in the pursuit of yet another urgency.

THE ACTION: ACTIONS AND MICRO-ACTIONS, DESIGNED WITH CONSISTENCY AND FORESIGHT

The project was triggered from the intention to initiate and support a cultural change, but the partnership and strong harmony with the client (CEO and HR) allowed us to plan each action following the previous one. We know where we want to go, we know it will be long, but we do not pretend to have all the steps of the path clear from the first step.

This allows us to design the project together, step by step, with agility and customisation with respect to the elements that emerge from the business and from the participating manager population.

The first phase is represented by an individual assessment (Empowerment Centre) (psychometric tools, dedicated In Basket, interview) with a strong focus on development. The goal is to evaluate the managers and to have an overall picture of all 35, as well as an across-the-board, and therefore cultural, photograph. Great coverage of the field emerges, but it lacks strategic and people development aspects.

At the same time, the Empowerment Centres are an opportunity to give managers a development experience, which makes them more solid when they become responsible for the development of their collaborators.

The outcome of the Empowerment Center is a “Nine Box” matrix built with the client.
Managers are divided into several sub-groups:

  • those defined as “potential” are given development coaching
  • those in difficulty or with a particularly complex role are given support coaching
  • for those defined as “solid contributors” a path of managerial gyms is built: a schedule of light actions to raise awareness and question one’s own managerial style, aimed at spreading a new shared culture

Over the following year and a half, the gyms became increasingly popular and also attracted the front lines, who were interested in the themes and interactive modes of use, in addition to the presence of a couple of very interesting testimonials.

Torreluna managed the provision of all the gyms, and, above all, the direction of the events (the schedule, the briefing to the speakers, the definition of objectives and methods).

The topics covered, in workshop mode, were based on the following:

  • the management of collaborators
  • development feedback
  • emotional intelligence
  • resilience and the ability to set challenging goals

The gyms and coaching have allowed us to create a strong relationship of trust and recognition: the lockdown was an opportunity to extend the gyms to the entire company, transforming them into a moment of organised sharing.

The management team and collaborators were therefore gradually involved, transforming the action plan into a real development path for the entire organisation. Submersion in emotional intelligence and resilience were dedicated to the entire company, while for managers, workshops dedicated to managing complexity and the ability to anticipate were provided.

The gyms had therefore become a shared and habitual space in which increasingly larger parts of the company learned to confront each other on issues across-the-board and to hypothesise solutions together that would support innovation and business evolution.

It is no coincidence that these latest actions have created implementation sites that are planning process innovations, aimed at improving the timing and agility of the structure in responding to business challenges.

THE RESULT: 70 GROWING TALENTS

AT THE INDIVIDUAL LEVEL:

  • Managers more aware of themselves and able to recognise the value of a development path, for themselves and, consequently, for their people
  • Managers more capable of recognising each other’s value, of grasping the growth path of the colleague and actively contributing to it

AT THE LEVEL OF ORGANISATIONAL IMPACT:

  • A managerial line capable of dealing with the development of collaborators, equipped with tools and sensitivity to enhance the organisation as a whole
  • A greater ability of managers to place themselves on a strategic level, delegating and raising the level of their contribution
  • An organisation, as a whole, increasingly accustomed to and involved in the dynamics of empowerment such as shared planning, openness to dialogue and the desire to be protagonists at work
  • A management team involved in the path of its employees, increasingly “on board” and curious to be part of the challenge (not surprisingly, the next action is for them …)