The Client.

Plant Manager
Atlanta, Georgia Plant 
Privately Held National Manufacturer

The Situation.

The Plant Manager was transferred into his position a little over three years ago and given the mission to improve productivity or deal with closing the plant.  For  two years, he led his team to improved performance, and he is focused on sustaining that record of improved productivity as time goes on.

He knows he's overcommitting his own time - he's so entrenched in the day-to-day operations of the plant that he doesn't have the time to step back and look at the overall picture.

The Frustration.

He wishes his management team would demonstrate some initiative in solving problems. He knows they have the skills to do it without him and can't understand what they are afraid of.  He decides that the real problem is that the people he has hired are excellent technicians but they really haven't been trained as managers.

The Action.

He enrolls himself plus two senior managers in a 12-week Leadership Development System with SynRG.

He enrolls nine other managers and team leaders in a 12-week Management System with SynRG.

The Insights.

The Plant Manager discovered that his own management style created an environment in which risk taking was not rewarded. It was easier for his managers to sit back and wait for his decision than to risk even minor failure. His hands-on management style made them reluctant to risk his disapproval by making decisions without involving him.

He learned how to create an environment that encouraged his managers to step up and experience success, while limiting their chances for failure.

At the same time, the managers were challenged to apply their new skills and confidence. They learned that showing initiative in solving problems elicited a positive response, not disapproval. They also learned more about their jobs through the constructive input he provided as they moved forward.

The Results.

Immediate payoff in productivity: 22% of the plant's annual profit was realized during a single month at the peak of this process.

Reduction in stress: Because the Plant Manager had greater trust in his team's performance, he noticed a marked reduction in stress about the business when he was away from the plant.

Personal growth:  The Plant Manager discovered that by changing his own leadership style, he was able to make a significant difference in the development of the team. The Managers didn't merely accept a mandate to take the intiative, they embraced the change in the Plant's culture and starting making decisions, taking risks and applying their new skills.