Case Study
Objective
To transform a group of 2,500 middle managers of the Bank’s workforce, from moderately productive and fairly unmotivated employees to a group of inspired, productive and responsible leaders accountable for the Bank’s mission.
Coaching Approach
Gemini selected 70 key leaders of the 2,500 and divided them into four groups. Each group received in depth coaching on leadership, responsibility and communication.
Results
(1) The climate of complaints, blame and dissatisfaction was transformed into a climate of responsibility where team leaders became problem solvers. The source of this transformation was having the mangers see the impact of their complaints, invent new ways of operating and identify constructive actions. Two out of four action plans made specific requests to alter the management structure and were accepted by the Vice President, who provided ongoing support to implement the results over time.
“I think the biggest thing I gained was a technique for turning complaints into productive actions.”
*All quotes are from managers participating in the coaching workshop
(2) Lack of productivity, divisiveness and low morale subsided when the managers created a purpose for their work that inspired them and identified common challenges that connected them to the Bank’s mission. Productivity increased when they began to deal responsibly with issues and communicate more effectively in the workplace.
“I can really believe again that anything’s possible; I am willing to be courageous, deal with risk, and operate from my commitments rather than my circumstances.”
(3) Leadership and the ability to motivate were missing. When they took a stand for themselves as “independently responsible visionary leaders” essential to the Bank fulfilling its mission, their leadership transformed. Each team member created an inspiring purpose for their work and the entire group became a team of one with a bold statement of who they are as a team of leaders.
“Often times we don’t consider ourselves as leaders if we don’t have the right title. However, we saw how each person, regardless of job level, can conduct themselves as charismatic leaders who inspires the team, communicates effectively and leads them to action.”
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