A company, a sales representative for a renowned brand, has been facing an ongoing challenge it couldn’t overcome alone. Despite employees being accustomed to a relatively high stress level due to the dynamic nature of their roles, the situation intensified. Stress began affecting interpersonal dynamics, deadlines, and sales outcomes, leading to misunderstandings, raised voices, client complaints, internal accusations, and staff turnover.
Action was urgent! The idea of providing soft skills training emerged as a logical solution. However, from an organizational standpoint, it seemed like mission impossible.
Though the situation initially appeared alarming, the first step was pivotal – the desire, will, and trust of the management. Rather than insisting on a quick fix, the management our proposal – a systematic approach a green light. We transformed what seemed impossible into reality through a selection of meticulously chosen educational measures. These were the following:
1. Kick-off workshop – Involving all team members, we created an environment where everyone could voice their thoughts on necessary changes and propose solutions. We identified five key obstacles and collectively devised a concrete action plan. Each team member took ownership for successful implementation.
2. Friday team coaching for team leaders and project managers – Every Friday of the month, in a coaching environment, we monitored the plan’s implementation and honed techniques and strategies essential to overcoming identified obstacles.
3. LPC for Business – Each team member embarked on an annual learning journey with ten targeted mandatory programs. They also got access to our extensive e-learning knowledge base, featuring over 100 programs in leadership, communication, relationships, sales, negotiation, time and stress management, etc.
4. Individual coaching – It was organized bi-monthly for directors over six months.
5. Wrap-up meeting – The end of the program was very significant. We convened to share our achievements and to recognize and communicate positive change. It was a great opportunity to celebrate the results of collective effort.
With every new training session (virtual or live), positive changes were becoming more and more visible: more team spirit, more flexibility, communication becoming more honest and open, … The transformation was most obvious after the end of the training cycle. These were the achievements:
Taking responsibility for the communication results: through self-assessment, new knowledge, skills, techniques, and work on simulations from business practice, employees became more aware of their own behaviour, their role and their responsibility in the newly created situation.
Healthier interpersonal relationships: employees are more willing to put themselves “in other people’s shoes” and know how to replace assumptions and blaming attitudes with a constructive and proactive approach.
Better communication: employees adopted and practices communication techniques including active listening, expressing ideas and giving constructive feedback. This improved communication within the team as well as communication with clients.
Greater engagement and satisfaction: When employees started seeing that their development and needs were taken seriously, it increased their willingness to engage- Their satisfaction with their team, company, and situation in general increased.
Better team collaboration: Teams started showing more understanding towards each other and became more focused on a common goal. This led to better results and less tension. The number of conflicts also decreased, and a more positive working atmosphere was created.
Focus on development and motivation: employee motivation and satisfaction increased – they started appreciating the opportunity to develop and upgrade their knowledge and their skills. In addition to the mandatory part of the program, they had additional learning opportunity; choosing what they wanted to learn, how and when. Individual and team coaching additionally strengthened the most responsible members of the teams.
The company was ready and motivated to define a new development plan.