Restoring trust, vision and confidence, in the midst of radical industry transformation
The last few years, the transportation industry faced multiple sources of pressure. The pressure on prices and the consequent credit risks, customers’ struggle to reduce their transportation costs and their changes in communication patterns and trade profiles, seriously affected the transportation industry. Unusual operational difficulties caused by strikes, demonstrations and uncommon security requirements, further jeopardized the situation. In the midst of harsh transformational conditions, TNT Express, a major transportation company, needed to turn the “curse” into an opportunity. They needed to cultivate optimism among the leadership team, diffuse it throughout the organization, become a learning system, innovative and alert to new growth opportunities and avoid adopting a feeling of generalized mistrust to authority.
To break the barriers of what they previously considered possible, we invited the TNT Leadership Team to attend our Leadership Team Alignment Program (LTA™). Its aim was to inspire them to perceive, visualize and plan a change strategy directed by the desired future outcome, and safeguard trust, collaboration, accountability and resilience during its implementation.
All participants started by completing a personal leadership profile and a team effectiveness assessment. They then proceeded with one-to-one self-awareness sessions with our coaches. After all coaching sessions were resumed, the team attended a 2-day workshop, during they discussed and defined the values that made them unique in the market, and those that they recently developed as a spontaneous response to the changing environment. They ran workshops during which they mutually agreed on their team objectives and cascaded the above to the rest of the organization, with an interactive team building exercise.
The leadership team confirmed its existing strengths and realized specific areas requiring attention in order to improve team effectiveness. They all shared commitment at an individual level for improving team effectiveness by first improving individual weaknesses. They learned to develop and practice open and direct feedback, so that all important matters are discussed and resolved within the board. They developed a vision on where the organization should be the next 3-5 years and this became a shared purpose, to which they could all relate. But most importantly, the open sharing and collaborative work, restored energy levels among the team and boosted effective collaborative relations.