Barry Callebaut AG

Team learning for a global managers' conference

Situation:
A global manufacturing company began an annual conference of its top 100 managers. The first meeting worked well for networking and learning more about the company, but in the future, what more could managers take away from the 3-day event, and what could they contribute?

Challenge:
How could the company increase the ROI of their managers' conference? What structure and focus did the meeting need to elevate it from a social event to a meaningful problem solving and learning process?

Solution:
The CEO chooses a major theme for each year's conference (e.g. competition, innovation, etc.). Over the three months preceding the meeting, small teams of managers work across disciplines and regions to investigate a specific problem. During the teamwork period, we coach teams through project milestones, and then at the conference we facilitate brainstorming and other activities as teams perfect their presentations. The senior management team judges the best proposals in a competitive event. All proposals are then recorded and distributed for follow-up action.

Result:
Beyond the value of networking and renewing relationships, the meetings have solved real business problems. New corporate resources (e.g. a competitor database) have been established. And managers have learned the benefits of team coaching, as well as new models of cross-functional teamwork.

"Our annual Managers' Conference has grown to become a big success – for networking senior colleagues across regions and disciplines, and for thinking together to solve real business problems. Jerry Murphy's guidance and coaching of these teams of managers has greatly improved the quality of the outcome."

Patrick De Maeseneire, CEO, Barry Callebaut AG

Global manufacturing company

Manager develops more effective communication style

Situation:
A high potential senior brand manager at a mutli-million dollar manufacturing company sought coaching to improve his leadership communication skills.

Challenge:
The client was working with a new boss and was responsible for a small team. He was frustrated by a tangled chain of command. This situation often marginalized his input on decisions that factored heavily into his area of responsibility.

Solution:
The coach's questioning encouraged the client to consider his communication style: Where could he improve his listening and questioning skills to become more persuasive? Paraphrasing and 'playing back' many of the client's experiences revealed situations where different behavior might result in better outcomes. A selection of tools, including an assertiveness exercise, helped the client identify the triggers that caused him to retreat, and to anticipate how he could respond more effectively. The feedback and acknowledgement he received during each session helped him communicate more successfully with his team, senior executives, and peers across business units.

Results:
The client gained confidence in engaging difficult personalities in conversations that set the stage for better collaboration and greater acceptance of his perspective. He became energized to "step up" and assert himself, responding on his feet rather than reverting to his more reflective style. Best of all, he has been promoted to a marketing directorship with added responsibility and an expanded team.

Lucent Technologies

Instructor development and coaching

Situation:
In response to eroding market share, Lucent saw an opportunity for a new customer training approach that could have strategic impact on brand loyalty.

Challenge:
Working with Lucent's prime contractor, Asymetrix, we provided consulting/design leadership on the realization of the new program, with a key focus on integrating online learning with classroom training and instructor development.

Solution:
Instructor development was a critical success factor in this project. For the program to work, Lucent's instructors needed to fundamentally change their role. Working with instructors across the US, we led the change program through train-the-trainer sessions and skills development. We coached Lucent instructors in their professional conversion from "sage on the stage" (a comfortable position of technical expertise) to "guide on the side" (a consultative, customer-focused role).

Result:
Led by a motivated team of instructor/consultants, the project successfully achieved its mission, contributing to improved market share and customer satisfaction for Lucent, follow-up business for Asymetrix, and a Brandon Hall of Fame Award for excellence in learning design.