Case studyAdient – The Management Academy •

Series of workshops for foremen and leaders

Training mode: Onsite training

Category: training projects

General informations

We completed a series of workshops for an automotive seats manufacturer, aimed at foremen and leaders.

Second part of the project coincided with the difficult, global situation resulting from the COVID-19 pandemic, which has forced an unforeseen, long break in conducting workshops, certain destabilization and decreased motivation (fear of layoffs, the necessity to communicate layoffs to staff, concern about the financial condition of the company – partial reduction in orders). Despite this situation, we were able to successfully complete 6 thematic sessions and 3 workshops to help even out the competencies – all classes receiving very high ratings.

What did the company need?

Our cooperation had continued for several years. Before the start of “The Management Academy” project, coach Łukasz Przybylski had trained the managers, supervisors, leaders, specialists and foremen. Knowledge of the organization and its needs, as well as mutual trust resulted in a shared idea of systemic work with leaders, shortly before the pandemic.

Main objectives

Equipping production leaders with a set of managerial competencies and strengthening their attitude of work commitment.
Supporting the process of new task distribution was also important. From that moment, leaders were to manage processes and people, without dealing with the technical issues. Important aspect – leaders switched between the projects, collaborating with various people and teams. Foremen managing leaders participated in workshops dedicated to them to even out their competencies.
Support for leaders in strengthening their soft skills.

The course of the project

Practical workshops covered the following topics:

- Part 1
  - Team building and cooperation to achieve a common goal (Foremen)
  - Responsible communication (leaders)
  - Team management and task monitoring (leaders)
  - Open and assertive communication in conflict situations (leaders)
- Part 2
  - Individual motivation and shaping proactive and responsible attitudes (leaders)
  - Knowledge sharing and employee onboarding (leaders)
- Part 3
  
  Workshops to even out competencies with leaders (foremen):
  - Personal competencies with elements of psychological knowledge
  - Managerial competencies with elements of authority building
  - Strategic competencies with elements of succession planning

Results

Leaders and foremen became aware of the impact of personality and temperament on work. They learnt how to give precise instructions and how to account for tasks as a team and not individually. They gained a better understanding of the importance of motivational conversations.Leaders and foremen became aware of the impact of personality and temperament on work. They learnt how to give precise instructions and how to account for tasks as a team and not individually. They gained a better understanding of the importance of motivational conversations.
Established principles of teamwork cooperation.
Participants are able to prioritize tasks more effectively.
Practical use of OAPD cycle at work.
Participants are more aware of the global purpose of the company.
Increased management awareness and interest in improving the quality of management. Leaders are able to identify specific behaviors of foremen throughout the management cycle. They can also evaluate the quality of their superiors’ managerial behaviors.
Significant improvement of awareness and sense of influence on the quality of management within one’s own area of influence.
Project participants became more aware of the importance of occupational safety issues.
Participants pay closer attention to product safety issues.
Along with the leaders, we developed a project of skills matrix for the employees.
Better team integration resulting in more effective cooperation.

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