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Field Reports
..................from Pathways
to Leadership® Participants
We firmly believe that sharing what's working with others
is the best way to spread the Pathways to Leadership
work culture. On these pages you are invited to read how others
are applying these concepts and how that is improving performance,
motivation, quality, and the bottom line of the companies
involved.
Attitude and Hard Work Save an International Production Facility
When I came back in January 2003 to my base plant after a foreign service assignment, I made myself a promise to work hard and intelligently on making the plant the best it can be and to sell our work to the management up north so that more business can come to this plant and keep it open. In April I did go to Pathways and found excellent tools to be used for this purpose, especially the Big 5 of the New Leader's Job. Then I came up with the idea of proposing to our management retooling two of our existing production lines due to phase out next year and keep them open, producing components for other plants. We started building our Big R, realizing how well we make our products, how competitive we are and how we could sell this to others. This started to create a wellness culture among ourselves, making us believe that we have a great future. We created a full information flow among ourselves and our management who allow us to quote in two components for a new project. We developed a clear objective which was to make the quotes the best business case for the company and win the projects. The end result was the win of one of the two components and the investment of $5.8 million in our plant which will allow us to preserve 20 jobs and keep our plant open and alive. This success has definitely built a healthy identity in our working group.
Related Fallout
Right after taking the Pathways training I decided to apply as much of the tools as possible with my subordinates (9). I started a process of communicating with them in different ways - focusing on the forward side of the energy circle, building Big R's, asking them what went well, etc. The started to duplicate my behavior with their subordinates (30 per supervisor) and the results are: 1) 14% increase of Employee Index Satisfaction, 2) 16% increase in Group Satisfaction Index; and 3) Productivity and quality of the engines we built increased also.
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Archive of Public Field Reports (Pathways Graduates
have a separate archive)
(c) 2003 Pathways to Leadership, Inc. ALL
RIGHTS RESERVED
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