Coaching for Talent Development and Employee Engagement
Coaching Case Studies
Entelechy's coaching programs have a history of helping managers foster success in their teams. Read how these clients used our coaching training to improve the performance of managers, employees and the bottom line.
In 2008 KONE identified people leadership as one of their critical opportunities to improve company performance. In KONE’s business, the mechanics and technicians are on the front lines of profitability; if a project takes longer than expected, it becomes less profitable, or if a customer is dissatisfied with a technician’s performance, KONE may lose that customer. By increasing the effectiveness of its front-line supervisors, an initiative KONE calls People Leadership, KONE hopes to better manage their valuable technical resources.
Attracting – and retaining – the best technicians and mechanics will result in higher productivity, increased quality, and improved performance for the company.
KONE’s supervisors are front and center in this battle for people leadership with the responsibility for leading and managing mechanics and technicians resting squarely on their shoulders. As a union environment, workers in the U.S. can easily choose to work for a KONE competitor, making retaining the best workers an even more crucial challenge for supervisors.
While KONE recognized the need for supervisor training, the training needed to be engaging and job-focused; and the skills, techniques, and tools practical, simple, and immediately applicable in a tough construction environment.
DIRECTV established a work group charged with reducing attrition in the organization. A key focus of the group was to review the skills required of the team leaders and their managers and the impact of these skills on retaining customer service representatives.
In DIRECTV’s business, attrition rates are critical to the success of the organization because they directly impact customer satisfaction and profitability. By increasing the effectiveness of its front-line team leaders and customer care managers, DIRECTV hoped to reduce attrition while establishing a strong management team to lead the company in its accomplishment of its aggressive business goals.
While DIRECTV recognized the need for management/leadership training, the training needed to be engaging and job-focused; and the skills, techniques, and tools practical, simple, and immediately applicable in a fast-moving, constantly changing environment.
Kawasaki Motors Manufacturing Corporation (KMM) produces small gasoline engines for products such as commercial lawn mowers, utility vehicles, and ATVs. The plant in Maryville, Missouri employs over 700 people and is one of Northern Missouri’s largest employers.
KMM in Maryville sought to formalize their performance management system and processto remove some of the perceived ambiguity and arbitrariness employees felt and increase the consistency by which managers and supervisors manage the performance of their subordinates. According to the General Manager, most of the management staff had been promoted from within the company and did not have all of the skills or training needed to perform their duties.
As part of the performance management initiative, Entelechy was asked to customize a training program that would increase the manager’s ability to manage the performance of their employees through coaching, feedback, and problem solving.
President and CEO David Malmo led the transformation of CDG from a printing and reproduction services company to an information management company, specializing in parts and maintenance information products and services. As part of that transformation, he sought to increase the communication and overall managerial capability of the organization.
CDG hired Entelechy to design, develop, and deliver CDG’s High Performance Management, a three-day program designed to increase the effectiveness of supervisors and managers in working with their employees to achieve business goals.
Entelechy created a custom program that focused on skills that were key and unique to CDG’s success: coaching, time management, communications, motivation, and others. Importantly, the program was designed to foster communication between supervisors and employees as well as between supervisors and upper management.
The Prince William County Service Authority (Service Authority) is an independent public body responsible for providing a county-wide drinking water and water reclamation system in one of the top 10 fastest-growing counties in the country.
The Service Authority identified a need for a management development program aimed at building leadership and management skills of supervisors and managers across the Service Authority. Many of the supervisors and managers at the Service Authority had been promoted through the ranks. Up until now, there had been no formalized management or leadership training.
Entelechy partnered with the Service Authority to create an impactful five-course leadership development program titled, Pipeline to Leadership Excellence. The program included modules covering coaching, communication and hiring. The goal was to be more than just a training program, but instead a cultural shift aligning with their strategic goals.
In the 1990s, MediaOne (since purchased by AT&T Broadband and now is Comcast) was the nation’s largest cable company, providing service to hundreds of thousands of subscribers throughout the U.S.
MediaOne recognized that a critical component to the success of the enterprise was the top performance of every individual in the company. Ensuring peak performance of all employees was dependent upon MediaOne’s leadership team having the necessary skills to develop the performance of their people. Coaching for Excellence is a program designed to provide the leadership team with these critical skills.
For many people on MediaOne’s leadership team, the specific skill of coaching was not only new, but also represented a significant cultural shift. As a result of the magnitude of the change required, as well as the criticality of these skills to achieving the enterprise’s business goals, it was imperative that the organization clearly define the steps necessary to ensure the adoption of these new skills.