The Client: A Shipping Company active in the sectors of Ship Management, Chartering & Brokerage, Shipping Agencies, Projects, Logistics and Ship Repairs.
The Need: Diagnostics based on One on One Interviews and Focus group discussions revealed that the top leadership was facing challenges within themselves and with their team members in the areas of Ownership and Accountability, Motivation, Attrition, Process Adherence, Turn Around Times, Customer Centricity and the Future Visioning.
The company also had an uphill task of maintaining and expanding business, considering the challenges which the shipping industry had been facing since some time.
The Intervention: A 2 day intervention was suggested by us to start with.
Day 1 started with a focused discussion between the CEO, the top leadership and team members on what was working well, what needed to be worked on and the future growth prospects.
Hidden thoughts and emotions were together unearthed within the group by creating a safe environment and encouraging all the members to contribute.
To bring in a sense of ownership and accountability amongst the leaders, each leader was encouraged to take up a process ownership. This ensured that they took full responsibility of the process and ensured it was fulfilled in every way, resulting in a shift from blame to accountability.
The team was also taken through the Organization Life Cycle Model to identify their current life cycle level and what corrections were needed to move ahead.
Leaders were assisted in setting up and defining Leadership Standards. This guided their and their team’s behaviour and brought in uniformity of behaviours and standards across the organisation. Each leader also took the responsibility of looking after the implementation of one Standard.
Day 2 was spent in team building exercises where various dysfunctions of the teams were addressed through experiential exercises and guided facilitation. This brought in awareness and acceptance between members and facilitated in increasing collaboration and cohesiveness in the team.
A follow up was also conducted post the program to understand the impact and its effectiveness.
At other touch points during the year, inputs were also provided on the Vision and Mission, Performance Management System, Performance Standards, Role Definition & Clarity, KPIs and KRAs for various roles along with Coaching and Performance Conversations with the leader and the leadership team.
Over a period of a year, the organization was profitable and was ready to take on the next wave of growth. Team motivation was enhanced, Leadership Standards were visibly being put up on the work floor and followed by everyone and meetings were more productive.