Management Team Coaching for growing companies

Inner Change coaches management teams through multiple trajectories of change: 

Reorganisation (a government owned company)

How do you encourage directors and employees to embark upon a new path of change when a previous programme of reorganisation is still not fully digested and where the existing structure stands in the way of cooperation and professional guidance?

We opted for the following approach:

  • We started a working group which included directors and representatives from each job group.
  • The working group elected an internal chairperson whom we coached and advised throughout the development of the process.


Result

The working group arrived at two proposals which were carried by the members and the majority of their colleagues. The directors ratified the proposed structure and issued internal vacancy notices. The board of directors expressed its astonishment at the highly democratic nature of the process.

 

Mergers and acquisitions  (a logistics company)

A logistics company is faced with the challenge of fusing one large depot and several smaller ones into one operational unit. Management feels alone in their efforts and has difficulty motivating employees to adopt a mentality shift towards more enthousiasm and a greater responsibility.

How Inner Change approached this challenge:

  • Through intensive, personal coaching of the depot manager and workshops for the management team, we reinforced their respective talents for leadership and change.
  • A number of latent conflicts within the team rose to the surface; the coach helped to channel these issues along a constructive path.


Result

The integration into a single depot has succeeded. On the request of the team and higher management, the coaching sessions were extended twice for a period of a year. The next challenge consists of preparing the organisation to become an independent entity.

 

Cultural transformation and crisis support (a chemical company)

A chemicals company in the port of Antwerp risks losing its operational permit. But there is more going on. The company is also being lead by its sixth general manager in two years. As a result of a previous restructuring programme, the company also lost a great deal of competent staff. And a lack of investments and preventative maintenance continues to discourage the remaining employees.

The basis for a succesful approach? Coaching course in conflict management and skills training.

  • Thanks to our coaching course in conflict management and despite the strong factional divisions within the company, the general manger nevertheless succeeded in gaining the trust of the local personnel.
  • In a second phase, the adapted management team received training in essential skills related to leadership and effecting change.
  • Several other key figures received personal coaching.


Result

The company ended up losing its permit but succeeded in having it extended for a probationary period after only a few months. The prospects of renewing the permit for 20 years are very promising. More key members of personnel continue to open themselves to the idea of coaching either for themselves or their team. The coaching programme is soon to enter its third year.

 

Retention management (a Japanese multinational)

A site with three hundred employees is predominantly closed down. Some thirty individuals remain behind to guarantee logistical services. Local managers face the challenge of retaining the necessary competencies: how to motivate the remaining staff to stay where there is absolutely no guarantee that the unit will continue its operations?

Our approach : coaching at company and individual level

  • All consenting employees received intensive individual coaching, with regard to career counselling and job seeking, as well as more personal issues: the work-life balance, stress management, etc.  
  • By developing a clear vision and mission, supervisors created a positive identity for the unit.


Result

The company is able to limit the number of outgoing staff to an acceptable level. A valued employee even returned to the unit after previously having left. The unit succeeds in guaranteeing continuous service provision. Although there is still uncertainty over the future, employees work together in a friendly and positive atmosphere.