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Leading packaging manufacturer Chesapeake Branded Packaging rely heavily on the coaching culture they have created to manage and grow their business. Coaching was originally introduced into the company in 2001 through the HR Director, a professionally qualified coach, who used this tool to develop those in middle and line management positions. Coaching was introduced as part of a suite of tools which would:
• Assist in developing change management skills within those coached
• Help to bridge the transition gap when promoting shop floor employees to Team Leader, line management and middle management roles
• Improve performance issues thus improving KPIs including production efficiencies, quality and waste
• Assist a move to Customer Demand Led Roster Systems across the company
As Chesapeake recognised the link between the development of these key people and the success of the business, eight line managers from the East Kilbride, Hamilton and Hillington sites were enrolled in Scottish Enterprise’s Managing People for Growth programme, delivered by the Leadership Factory. Whilst this course helps to develop a wide variety of management capabilities such as performance management, influencing others and dealing with conflict, the Coaching workshop was given the most positive feedback by the managers, citing that they would like to further develop these skills to allow them to be able to offer their team members an alternative development method that they felt would actually work.
It was highlighted that coaching could be used to support the planned shift in culture required for the introduction of the new Heidelberg XL 106 Offset Press machine. This machine is the largest printing press ever produced by Heidelberg which will allow the company to provide a greater number of services to their customers in an increasingly competitive market. The company identified an opportunity to create a ‘bank’ of internal coaches across the three Scottish sites to offer this development tool to lower level employees to help improve the embedded complacency culture which caused quality and performance issues with long serving employees where training and other corrective action was not proving effective. The tool would be offered not only to those operating the machine but also the departments which would support it such as customer services and technical to ensure complete support for the machine and buy-in to the new culture.
Chesapeake contacted the Leadership Factory regarding their coaching needs and implemented our in-house Coaching for Excellence programme to develop a number of qualified coaches. Participants attended a two day practical workshop where they learned and practiced the coaching techniques. They also had to prove they had developed their coaching skills to a necessary level through practical work based coaching sessions with colleagues and a written assessment. This allowed participants to gain an ILM certificate in Coaching.
"Having a coaching culture at Chesapeake has allowed us to nurture and develop employees with potential talent to allow them to progress into Managerial roles within our Group and also to help us prepare employees for promotion, new technology and changes to working conditions. Now that we have a bank of ILA qualified coaches we can offer this form of development to Managers and lower level employees, who would not in the past have been given this opportunity, across our three Scottish sites. Having a bank of coaches allows the potential ‘coachee’ to choose whichever coach they feel most comfortable with. Chesapeake Scotland have invested a huge amount of effort into growing a coaching culture over the past 12-13 years and it has and is still proving to be a very rewarding and effective tool to use in a number of situations. I would definitely recommend coaching from both perspectives to any organisation/company."
Wilma Logue – HR Advisor, Chesapeake Scotland
“I attended a 2 day workshop which helped to provide me with coaching skills that helped me to create a “Heidelberg Champion”. This was a new dynamic role in which we took an employee and dedicated him to the project. Through coaching we identified strengths and weaknesses within our overall team which gave us focus areas to work on.”
Jason Brooks – Print Manager, Chesapeake East Kilbride
“I became involved in Coaching initially through having been a coachee within my workplace at Chesapeake and subsequently, through attendance at Leadership Factory training and gaining the ILM certificate in Coaching. The skills I developed as a Coach have allowed me to encourage development of individuals within the Customer Service Team to ensure that we, as a service provider to the Print Department and the new Heidelberg printing press, are able to support the changes to culture and organisation they have introduced, while maintaining optimum levels of service to our external customers. My experience of receiving coaching and becoming a Coach have encouraged me to develop the members of my team in a different way and allowed me to give them confidence to recognise their own strengths and abilities, to ultimately develop these within the framework of their daily jobs and to think differently about their approach to problems and issues within the work environment. Developing coaching skills has definitely changed my approach and the way I have managed my team through a 2 year period of change, and I am now very much looking forward to further developing my new found skills and growing the coaching culture we have adopted here at Chesapeake."
Jan Wilson – Customer Service Team Leader, Chesapeake East Kilbride
“It is always a pleasure to engage with an extremely professional training provider. The Leadership Factory strive to tailor and meet our training needs at a very high level which has been successfully transferred into our Management’s day to day activities and has added value to our bottom line. Some of those employees who have been trained by The Leadership Factory have been pinpointed as ‘talent’ for the future.”
Wilma Logue – HR Advisor, Chesapeake Scotland