The executive’s own coach capabilities

A structured and outcome-focused coaching methodology revealed the biggest opportunities for the logistics executive. One, active listening skills were required to understand plant managers’ individual grievances. The skills would also inform how to re-engage the managers. Two, open questioning skills would help the executive co-create transformation initiatives with their plant managers.

Action planning based on stakeholder insight

Plant managers had varying degrees of enthusiasm for what they perceived as unreasonable demands from corporate. Plant managers had witnessed their teams beat expectations during Covid. Some now felt that corporate was displacing pressure from underperforming sales and marketing teams onto the frontline.

The executive commenced a listening tour of his regional plants. Leveraging a pre-aligned strategy, he connected with key stakeholders from the local management team to the shop floor. He invested time in relationship-building at each location.

Systematic analysis of the results of the listening tour informed global recommendations: empower local plant managers and activate cultural assets.

Empowering local plant managers

Local managers had first-hand experience of their plant’s strengths and opportunities. They also had the respect of their teams, who trusted their managers to represent and protect their interests fairly.  

The logistics executive partnered with each local manager to analyze, track, and operationalize opportunities for cost efficiencies.

Activating cultural assets

The company culture as a whole is competitive and proud of its industry-leading position. Excellence engaged plant managers and frontline workers across the diverse sites. Managers were invited to participate in quarterly best practice-sharing session, culminating in an award ceremony at the end of the year. This was an opportunity both to showcase plant-specific strategies and projects and to improve regional performance. The resulting knowledge exchange led to increased engagement and productivity gains across all plants.

Driving long-term impact

The logistics executive delivered a third year of productivity transformation. His plant managers felt heard and valued. They appreciated the investment he made in his relationships with them, and the faith he put in them and their teams to find new ways to increase operational efficiency. The business unit came back to bottom line growth the following year - a feat made possible by developing very lean plant operations.