Case Study: Leadership Academy Large Pharmaceutical Distributor
A review was conducted to appraise the Academy’s success against the original desired outcomes using key operational people metrics. Qualitative and quantitative feedback was collated from participants, line managers and key stakeholders.
Developing Leaders to Successfully Manage Change
The Leadership Academy was commissioned by the Operations Director, after a significant period of post-acquisition change. The aim was to prepare leaders for the delivery of some far-reaching plans across the organisation’s network.
These included:
- Site closures, consolidation and integration of customer activities into other sites.
- The introduction and execution of multiple process and productivity initiatives, designed to reduce cost and improve operational efficiency.
- A number of changes to ways of working across the network that were created and led by the Operational leaders.
The Scope: Equipping Leaders with Practical Skills and Tools
As there were three levels of leadership, there were different learning goals for each group. The groups included the Senior Leadership Team, Site General Managers, and Operations, Transport and Engineering Managers.
Defined at the outset, the three overarching aims were to:
- Leave teams feeling valued, invested in, and part of shaping the company’s future.
- Equip team members with the skills to match their will.
- Provide tools, practical applications and time to develop a cohort of leaders, all operating at the desired level.
The topics for Operations, Transport and Engineering Managers included goal setting, coaching for improved performance, inspiring and effective communication, leading change, and creative problem solving. General Managers had sessions focused on how to become better engaged and work collaboratively across the network. The Senior Leadership Team received focused development sessions and six individual 1:1 executive coaching sessions.
The Academy was delivered in five waves. Each cohort had a different approach applied to their programme, based on their initial identified needs. This was reviewed after two waves to ensure the agreed approach was still fit for purpose.
The Appraisal: People Metrics, Surveys and Qualitative Feedback
The impact of this leadership programme was measured using a variety of methods. This included people metrics (absence, voluntary turnover, service length), confidential attendee Net Promotor Scores, and internal satisfaction surveys. Qualitative feedback was also gathered from each cohort by the Programme Sponsor.
The Results: 100% Positive Experience for Senior Leaders
When the Senior Leadership Team were asked to feedback on their sessions, 100% agreed that this had been a useful and positive experience. A post-wave satisfaction also captured over 220 statements containing positive feedback about the Leadership Academy:
[INSERT ‘ACADEMY FEEDBACK’ VISUAL]
The Operations Director observed the changes seen within his own leadership team. He stated the Academy had clearly added value to the Operational leadership teams. Although learnings, tools and ways of working continue to be embedded, it has contributed to the overall Operations performance in the second half of FY23/24.
A secondary benefit has arisen in the form of a better functioning network of subject matter experts. These individuals are now more connected to their peers and other sites. As a result of the relationships being built, they are now better placed to support each other, share best practice, and challenge one another. A key consideration going forward will be to ensure this more collaborative approach can continue to be nurtured.
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