Energy Company Divisional Manager – No. 2
When teaching and coaching leadership skills, breaking down the challenge into specific areas of improvement, and working on each in detail, leads to better long-term results. In our coaching and mentoring programs, participants are tasked with selecting those leadership elements they most want to improve first. Here is an example of how this has worked in practice.
A manager in a division of a Fortune 100 energy company sought to improve how his team performed by improving how he managed it.
At the start of his coaching relationship with Bovo-Tighe, this manager chose one area to improve:
- Bringing out the best in others
In his words: “Truly listening while in discussions and asking pertinent questions…acting in their best interest and looking out for them on a daily basis…explain the bigger picture to reports.”
At the end of the initial program period, the manager reported one significant event as an example of how his new skills had a direct impact on improvements:
“One example I put into practice is when a promotion opportunity for a couple of my reports came available in another business unit that they were not aware of. I did not want to lose these two reports as they are significant contributors on a daily basis and I debated whether or not to inform them of the opportunity elsewhere as it would be detrimental to our business unit if they moved on.In the end I called the Superintendent of the other business unit and made him aware I would highly recommend my two reports and I discussed the opportunity with them. They chose not to pursue the opportunity for personal/family reasons however they have continued to impress me on a daily basis with their work ethic and professionalism. A direct result I believe of the fact that they felt they had someone looking out for their best interest.”
This manager assessed the following return-on-investment that he feels he has already achieved as a result of his improved communication skills:
“ROI for my efforts would be that there was a concern from operations that they were short staffed and couldn’t get the work done that was required. The common theme was that nobody cared what they were doing in the field and therefore they would do the minimum work required. By listening to the issues and providing feedback on items that were concerning them, as well as demonstrating how they are a big part of the future and direction that the business was heading, the work backlog was quickly overcome and everyone pitched in with a little extra thereby eliminating the request for more staff. ROI: 1 full time FTE eliminated = $60,000/year”
Improving engagement with more effective communication of employee value, mutual goals and “the big picture” led to these gain being achievable. Investing in the development of better leadership skills pays off every time!
Note: The identity of this client has been masked, but if you are interested in direct testimonials from Bovo-Tighe clients, let us know and we will arrange them.