Given our brief, our approach was simple— create a culture of honest conversations. Made up of implementing our Courageous Conversations programme, giving performance management tools and developing a coaching style of leadership, we needed to keep the momentum strong.
Kicking off with a strategic session with the executive suite, the programme was then cascaded through senior and middle management, making sure objectives ran true company-wide. With underperformance an issue, we initiated a coaching for performance workshop— we needed everyone to understand ‘what good looks like’ behaviourally, and in performance criteria. When benchmarked, we could identify a path to increased employee engagement, more accountability and lay the foundations for open dialogue— especially with unions and fixing capability problems.