Études de cas

Canada Post

“This program is for every values-based leader who wants to make a difference in the work they do. Whether you are an experienced manager of a large team or an individual contributor, if you believe in coaching and the power of asking questions to inspire and transform people, this course is for you. It has fundamentally changed my perspective on coaching and leadership and we will continue to use the Erickson team to help our company work together more effectively and to perform at a higher level.”

– Tim Robinson Ph.D, Director, Corporate Leadership and Executive Development (Ottawa, Canada)

Mercedes Benz

• “Now we know that coaching enables us to focus on the future and our true (real) goals rather than focusing on the past and problems.”
• “Now, we understand that managers are the “role models” at the same time.”
• “With these skills manager can play a crucial role in conflict resolution, conflict can be solved between the manager and employee before it becomes an issue of more people and upper management.”
• “Coaching provides a democratic platform that enables employees to express themselves more effectively.”
• “The most powerful learning and development resource is managers in an organization. By using coaching competencies, Managers can accelerate employee development simultaneously while at the same time they are doing their job.” 

Client Challenge:

The client was having difficulty managing the high volume of priority items. Key issues were time management, prioritization-related intensive work pressure, performance efficiency, and productivity.

Erickson Solution:

The productivity program was introduced to the USTSC division. The project covered a division of 700 people. 80 of them participated in the program, 45 being the core group of senior managers, managers and team leaders who deployed the program within the division. Starting with the Vice President, the core group engaged in a series of 1.5-day training sessions, and team coaching sessions. One-on-one coaching provided the follow-up and motivation for delving into productivity enhancement. The last step was a one-day, Business Transformed, managerial coaching program for a select group of 20 key leaders.

Results:

Overall, the program was very successful. Participants experienced a new sense of life balance as a result of creating a powerful structure of accountability for themselves and their teams. The productivity program, together with a series of team coaching sessions, brought a fresh perspective towards shifting prioritization habits. The behavior change and skill adoption rate for the participants increased from 21% to 68% by the end of three months.

Feedback:

The productivity program gave the leadership of a 700-person team the focus required to complete their responsibilities and avoid spending time on non-value-added tasks. Rather than trying to constantly prioritize one thing over the other, they are asking what’s going to make the biggest difference to the organization.

Client Challenge:

The client had identified the need to develop managerial coaching skills and move toward a coaching culture transformation. In addition, the client envisioned an organizational tipping point that would create a value-focused organization oriented to high-performance.

Erickson Solution:

A two-day « Manager As A Coach » program was conducted for a group of 74 participants. This included staff from Administration, Human Resources, Marketing, Operations, Branch Managers, Assistant Branch Managers and also Bank Executives at the VP, SVP and Director levels. Training was supported by a series of follow-up group coaching sessions, visual reminders, and integrated messaging from senior leadership.

Participants were supported to engage in on-the-fly informal coaching and shift from periodic performance reviews to regular coaching with the aim of creating powerful direct reporting relationships and partnerships.

The top ten Manager as Coach participants were selected to participate in a formal in-house coaching program; in addition, this was supplemented by external executive coaching and organizational transformation consulting.

After a 6-12 month integration period a select group of 30 participants engaged in High-Performance Teams, an advanced two-day team coaching program.

Results:

Overall this process has been an outstanding success. After 60 days, 74% of participants demonstrated managerial coaching practice adoption. 22% of those participants demonstrated high-level skill adoption. One participant reported 110 coaching conversations in her team. Building on the existing culture of caring for employees, the client has developed a true high-performance coaching culture.

Feedback:

“In November the entire marketing staff took the team-coaching program. In the week after the program the team was unrecognizable. The best feedback came from two part-time consultants who hadn’t taken the training. They were shocked. Every marketing problem became a project. Meetings turned into spontaneous “whiteboard” sessions in which the team members would take turns developing detailed visual models of group solutions. Our marketing efforts are now supported by a vibrant new energy.”

– Joe Cristiano, Vice-President of Marketing, Coastal Community Credit Union

“The Coaching Team Thinking and Innovation Workshop was the instrument I needed to help take the various employee committees to the next level.  While these committees have been very successful to date, the coaching workshop’s learning will help us conjure new ideas and more importantly act on these new ideas. All five committee leads attended the workshop and all five of us have committed to continuing the synergy.”

– Sandra Kokorudz, HR  Advisor, Employee Experience, Coastal Community Credit Union

American Express

“The questions really work, especially the accountability questions. Week by week, I have been challenging my team members and holding them to their promises. It works. I took more from Business Transformed than all the training I have had in my 7 years with American Express.”

– Carol Johnston, Team Leader, American Express

Coastal Credit Union

“In the week after the program I became very aware of my pattern for being the boss. It was difficult to keep remembering to ask for permission rather than just tell people what to do. My team was very busy and it was difficult to set up conversations. I decided to take on asking five open-ended questions every day. It worked. I found myself in dozens of on-the-fly coaching conversations. Everything grew from there. There is now a whole new level of energy in my team.”

– Dell Thomson, Associate Vice President, Retail Coastal Credit Union

Some of our previous clients include: SAP, Asian Paintsc, Canada Post, Canadian Imperial Bank of Commerce, China Telecom, Fitcurves Kiev,  GMR Group, IBM, Ikea, Johnson & Johnson, Jurong Hospital, Singapore, Mercedes Benz, Oxy Petroleum, Sberbank, Siberian Bank, Sebit, Singapore Armed Forces, SSMC – Systems on Silicone Manufacturing Company, Telenor Norway, Telenor Serbia, Turkcel, Turkish Petroleum, Vancouver Credit Union, Vimpelkom, Wipro.