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A division of this leading materials and construction company used proven Performance Management methods to increase leadership skills and define best practices at the Frontline Supervisory level to improve key operational areas including dispatching, productivity, quality, and safety.
One of America’s largest suppliers of aggregates, ready-mix concrete, and construction and paving services understood that world class safety, superior production, and long term profitability has a direct correlation to leadership capabilities and the positive way in which performance is managed. Comprised of dozens of diverse companies, spread over an expansive geography, they were challenged to create a consistent leadership approach that delivered the same leadership values to all Frontline Supervisors.
With the commitment of Senior Leaders, they instituted a leadership program that enabled their Frontline Supervisors to become skilled in achieving business results the right way through effective tools of leadership. This program allowed employees to maintain and exceed safety and other industry standard practices while creating a culture where, in a very transient industry, the employees report feeling valued. In turn, they were able to demonstrate their commitment to doing more of the right things because the supervision they receive is based on principles of sound leadership using positive motivation strategies.
A leadership program was developed to first create a level playing field, one where the leadership values would be institutionalized throughout the division. Using ADI’s Performance Management (PM) approach, each Frontline Supervisor attended a training session to understand these PM principles and practice how to apply them in their own work environments. The principles and tools used in the training session included a step-by-step process for solving problems and creating effective work systems that are designed to change the way people work, resulting in measurable and important improvements.
Site Champions from across the division were also trained and coached to be the “on the ground” support for Frontline Supervisors as they reentered their work environments and applied these behavioral tools and leadership values to get behavior change started and to keep it going.
The commitment and development of the leadership skills of these Frontline Supervisors and their effectiveness in leading others resulted in tremendous improvement and provided developmental and growth opportunities throughout the division. Through this leadership program and the PM technology, this company was able to hit their business targets, improve productivity, sustain quality and build safe work habits.
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