Last week I had the opportunity to meet with a small to medium sized company in the precision instruments business. With manufacturing in Europe and the US and the opening of distribution centers in China and Brazil, it has become in the past few years a truly global enterprise.
I have known the director of the German operations for many years. Over that time we have had interesting conversations on leadership, culture and high performance teams. The conversations usually ended with her telling me that I should help her with her business, but nothing concrete materialized. I always told her that when the time was right, she would know. Over the years, she has had a lot on her plate to put the house in order. There were two changes in ownership of the organization. This disruption was accompanied by operations running in the red for a few years. Re-organizing production and distrubution were top priorities.
When I took a tour of the facilities last week, I was impressed with what had been achieved. They have a catalogue of approximately 12.000 items – most of which can be assembled and shipped within twenty-four hours of receiving an order. They are able to do this even though most products have to be assembled before being shipped. Approximately 180 orders go out a day.
They have also done an admirable job in attending to the culture of the organization. When a new employee comes into the organization, they have a one-on-one session with the director and talk about the values of the company. Absolute priority is given to customer orientation. As proof of that commitment, an extensive feedback system has been developed in which scientists who use the instruments are in constant dialogue with the company’s management. The company’s CEO takes pride in being part of those conversations.
After reading the feedback from her employees from a 360° feedback instrument, the director of the German operations decided that it was time to invest in leadership. Despite or perhaps because of all of the success that had been achieved, there was a limit as to how much further she could take the company, based on her leadership capabilities alone. She realized that the time had come for an increase in the level of leadership within the organization.
Last week we had a discussion on what it would take for her team to begin to take more ownership for the direction in which the organization is developing and more accountability for the alignment and commitment of its employees.
I will be putting a proposal together in the next two weeks and hope through this blog to keep you informed on the way the leadership consulting process unfolds through this most interesting case study.
“I have been impressed with the urgency of doing. Knowing is not enough; we must apply. Being willing is not enough; we must do.” – Johann Wolfgang von Goethe
“If you’re walking down the right path and you’re willing to keep walking, eventually you’ll make progress.” – Barack Obama