A Success Story
Jul 27th, 2008 by Ollie Lind
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Recently I was asked by a director of a large transport company to do some coaching with one of his senior managers. This manager was of the autocratic mould and had difficulty in relating to the female members of his staff. Oh, the department was very efficient, but internal communication was not ideal and there was an implicit rift between the radio room staff and the telephonists. As a result, there was some tension and service levels suffered accordingly.
I had a preliminary meeting and I questioned him on his history of management and gave him feedback that some of his staff felt a bit neglected. HIs response initially was to the effect that it had to be some of the women and all they really had to do was what they were told and everything would work out.
He also commented that he had worked many years ago at another, much larger company and they had simply instructed staff to do as they were told. I asked him why he no longer worked there and his reply even made him smile when he realized what he said. I quote, “The culture was rotten, no one listens. I couldn’t stand it.”
I questioned him on the basis of the similarities and differences between the old place and now. I then asked him to consider what values from the old place he might be carrying onto his current position. He said he would consider what we had discussed.
I was contacted by his senior manager the next and was asked to be careful of what I said to the other manager as he was apparently very upset at what he thought I was inferring. The senior manager said. “I don’t want to lose him.” My reply was, “If he doesn’t go to the next level of managing his people you will probably lose him anyway. Have faith, I know he will embrace the change.”
Within a week I had a further meeting with the manager in question, let’s call him Brian. Well, Brian had gone to each of his female staff and apologised for not communicating more directly with them. He also set up a weekly meeting with senior telephonists and a senior radio operator, appointed a telephonist’s supervisor and written an open letter asking for suggestions on how they could do it better.
He was a new man. No longer tense and unapproachable, he was warm, open and truly concerned with his people. He said to me. “I had a good think and realized that if I wanted the department to change for the better, I had to change. It’s so much easier now that I don’t feel I have to do it all and that I can rely on my people.”
Brian now comes in every morning and goes around, personally greeting each staff member and sharing something of himself. He truly has started on the road to be a servant leader. I’m proud of him and simply wanted to share his success with you.
Live well,
Ollie Lind