Building a common leadership culture to engage people after new acquisitions

Energy, Utilities and Resources
Provimi | Client Case| EN


"In 2009, PROVIMI was undergoing a very important change with no less than five companies merging together to create the PROVIMI group. Each company had its own history and its own strong culture. As such, the newly formed group needed a sense of unity bonded with a common glue. In order to create one culture and be prepared to face future challenges, managers needed to become more resilient and agile, especially in their interpersonal communication. As such, PROVIMI wanted to implement a new set of managerial practices and behaviors, in order to optimize team functioning and develop individual leadership behaviors. The combined effect of these new shared practices was to increase the competency of the managers to handle changes in the organisation and to bring everyone up to the same level of management."


"The main goal of the “Leadership Development Programme” (LDM) was to develop a common and shared leadership culture that unified and engaged employees. The focus was to work on key managerial behaviors, and on personal development in order to thrive in their business environment, as well as be more resilient with regards to change. The programme was built with 3 parts separated by a year each, and with different objectives:1. working on key behavioral management skills and sharing good practices - 5 days2. following and reinforcing the development of the first programme - 4 days3. working on personal development, sharing and anchoring the behavioral skills acquired by the Provimi managers - 4 half days. Starting from the top and showing exemplarity to the whole company, it all began with a workshop for the board members based on two main axes: to optimize the performance of the leading team and develop individual leadership skills. The programme was created as an evolutionary journey, where managers would progressively grow. First of all, basics were introduced so that everyone was brought to the same level. It started with the fundamentals of management, including how to encourage performance and how to manage difficult situations. The next step was to reinforce and develop team building and spirit, and the development of coaching behaviors. The last step was designed to tackle individual situations and anchor the behaviours into managers’ daily lives, with smaller groups and an increased attention to the details."


"From 2011-2016, the programme trained 83 participants in France in 53 sessions. One of the “Leadership Development Programme’s” outcomes was the creation of a common language, and a shared feedback culture between managers. Overall, the observable impact can be described as a real change in the way people communicate: they understood themselves and others better and collaboration increased. Some people also completely changed their behaviors after the training, and were less afraid, took more risks and opened up to others."

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