We ran our own diagnostics to plan the transformation. Knowing that our success criteria depended on them taking ownership as shift managers and supervisors, we needed to set clear visions and directions for individuals as team leaders. We called it The Transition to Leadership programme.
There have been more than a few initiatives through BP’s door, so we needed to avoid the ‘If I keep my head down it will go away’ reaction, or worse ‘Not another training programme’ by engendering confidence to have conversations around performance, productivity and behaviour. We alternated workshops with 1-2-1 coaching centred around Courageous Conversations, and leader as coach. In doing so, we created a more truthful picture as tech experts saw the value in accountability, engagement and morale.