We were approached by an emergency services group to develop a strategy to enhance the support provided to Managers and Leaders at busy locations. Some of the issues being addressed included high workload, low morale, high stress, a lack of direction and role clarity, a lack of accountability and compliance concerns.
When we were originally approached, the brief was to address issues that had arisen at the mid level ranks within a target area. In developing the Pilot we argued that change would only be sustainable if it was led by the senior leadership team and it needed to start there.
Big Goals created a programme to increase leadership skills and knowledge in the target groups and develop more effective teams.
Formal feedback on the programme was very positive, indicating a strong desire to gain more knowledge and increase leadership capability. Feedback also indicated participants have personally gained significantly from the programme and have created real positive change in the area. Divisional data has shown significant improvement in benchmarked measures.
A large automotive company was seeking to improve their market share by improving the leadership skills across their dealerships. We developed and delivered a two-tiered programme that included Leadership and Team Member streams. We developed a customised curricula that was based on dealership and company issues and drivers. Each stream was delivered as a series of workshops that included customised case studies, and exercises to be completed back in the dealership between each workshop.
The programme, which evolved to include coaching and additional sales skills modules, ran for four years and is credited by both senior executives and dealer principals as directly contributing the company’s significant improvement in customer perception and market share.
We worked together on developing and facilitating a series of change readiness workshops for a large resources company seeking to split off a major division. This involved a multi stage approach beginning with a series of facilitated workshops to assess the impact and readiness for change. These were followed by a series of workshops for leaders within the company, including the Executive, which identified a number of communication blocks and strategies for overcoming these. The final stage was a programme of workshops for everyone else in the company who was impacted by the change. The programme ran over 3 months and involved over 500 people.