VOICE January 2016 - page 3

The 1-2-1 executive coaching ensured that the
team coaching programme was tailored to the
development needs of each leader as well as to
the team as a whole.
Behavioural Change and Results:
We asked the team to identify behaviours that
they had changed and the results these changed
behaviours had achieved. This is what they told
Behavioural Change
The team are much more open with each
other in their communications. They chal-
lenge but in an empathetic way that is sup-
portive of their colleagues.
The improved openness with increased levels of
trust has meant that communication has been
improved. The team are making much better
decisions which is translating into bottom line
performance improvements.
The team members choose to be more posi-
tive and think about what they can do to ef-
fect and change a situation.
The team are taking more accountability and
ownership of what we want to achieve so they
take a more positive attitude to change even
when there are difficulties in implementation
and are learning from their mistakes.
The team uses coaching as a daily working
practice to support both colleagues.
The coaching has supported the development of
the Operations Team and also means that they
have been able to increase the delegation of the
day to day operations to their direct reports.
Giving performance feedback at work.
The team take more time to appreciate people
and recognise effort. They have also achieved a
much better influence with colleagues in the
team, the customer facing business units and in
other global business units.
Team working and supporting each other
as well as finding new ways to influence col-
leagues and make business performance
External supplier performance improvement to
97% on time.
In 2014 exceeded cost savings target by
Quality ‘escape’ continuously improved by 20%
per year meaning the cost of non-quality was
improved by 30% in 2014.
Improvement in customer on-time delivery
performance by 57%.
The team has encouraged direct reports to
offer ideas for the improvement of projects.
Opportunities for improvement are averaging
60 per month double the benchmark for the Di-
The team has worked together to create
more flow in the production line from sup-
ply chain to despatch by being more de-
manding of all elements in the production
chain and challenging existing practices.
Production efficiency more stable at close to
100% and averaged 90% over the whole of
2014. Previously this was very variable.
1,2 4,5,6,7,8
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