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Behavior Change Programme transforms company,
sets High Performance Organization in motion
125 delegates become skilled in leadership techniques
Lack of good supervision undermines performance
During an initial investigation into the operational effectiveness of a gold mining company in Turkey,
it became clear that there was a significant gap around leadership and management techniques,
and its ability to achieve better performance goals. The investigation into the behaviors of
supervisors and managers showed some key aspects that needed to be addressed, including:
• There was an overall lack of active supervision of people and equipment in all of the
observed areas, including HSE, Mining, Geology, Processing, Maintenance, HR, Project
Management, Exploration, Finance, and that had a direct impact on the amount of tons
moved, the life span of critical assets, operating costs, and the effectiveness in which
bottlenecks were managed.
• Supervisors generally did not follow up on performance, and managers one level above
supervisors were not consistently addressing improvements through the required
coaching and training of subordinates.
• An excessive number of operating problems were directly linked to behavior and skills
deficits.
Leaders simply did not know how to be an effective leader and team builder (e.g., “how do I build
and lead a team effectively and give feedback in a way that develops people?”). A behavior
programme was built around 125 leaders and included the supervisory level, managers, and the
general manager.
Programme aims to produce effective leaders and actions
The aim of the high performance (HP) programme would ensure that leaders could produce the
following actions:
a) ensure work clarity and define the purpose of work for all teams
b) set SMART goals within teams and with individuals
c) identify the correct people, processes, and equipment to achieve the identified goals
according to a well-developed plan
d) assess and give feedback on team and individual performance
e) offer recognition
f) create a learning environment that is focused on Continuous Improvement
g) manage change so that change resistance is decreased, and attain a culture of
innovation
This behavior programme was concurrent with operational improvement projects directed by
Implementation Engineers’ teams. The programme was designed to complement the rollout of a
management system run by the client. Giving feedback, building teams, running effective
meetings, and deploying short interval control are some examples of the work that supported
the management system implementation. By developing skills around how to think and act as
leaders via experiential learning, the leaders were taught tangible tools, techniques, and
© Implementation Engineers LLC // Dynamic Solutions in Action // Case Study 001216
www.implementation.com // 10 S. Riverside Plaza Suite 875, Chicago, IL 60606 // Phone: + (1) 312 474 6184
®
practices to use on a daily basis, which made a significant contribution in operational
excellence.
The programme at a glance
Deliverables included:
1. Eight modular workshops delivered across a span of eight months
2. Group of certified Client coaches
3. Programme of 1-on-1 coaching for each delegate
4. Group of certified Client Table Coaches
5. Development of a common team language and philosophy of high performance, which
covered the following High Performance behaviors, practices, and tools (See Figure 1).
Figure 1: High Performance Behaviors
Measures of Success included:
Programme Process KPIs:
1. Workshop Attendance
2. 1-on-1 Coaching ratings
3. Table Coaching ratings
Programme Implementation KPIs:
1. Workshop Evaluation
2. Positive Affect (engagement index of delegates)
3. High Performance Behaviors and Tools:
– Personal Knowledge and Utilization of Behaviors and Tools
– Perception of my Manager’s Knowledge and Utilization of Behaviors and Tools
© Implementation Engineers LLC // Dynamic Solutions in Action // Case Study 001216
www.implementation.com // 10 S. Riverside Plaza Suite 875, Chicago, IL 60606 // Phone: + (1) 312 474 6184
®
4. Team Climate
5. Meeting Effectiveness
– Pre- and Post- Meeting effectiveness
– Value of Meetings
6. Communications
– Manager ratings
– Self-ratings
– Team ratings
Action learning tasks and exercises, roundtable discussions, a range of tools, process
frameworks, and experiential learning collateral was delivered during the course of eight
workshops:
a) Setting goals and objectives:
– CPSDS (Context, Purpose, Stakeholders, Deliverables, Success Measures of
goals)
b) Planning and assigning work:
– Information Planning Matrix (Who, What, When, Known vs. Unknown
Information)
c) Feedback:
– Feedback logs and frameworks
d) Problem solving:
– Prioritizing problems (high, medium, low)
– Root-cause analysis (Fishbone, KT Problem Analysis, Urgent / Important)
5 Whys, Brainstorming, Socratic Dialogue
e) Interval Review and Follow Up:
– Interval review checklist
f) Coaching and Mentoring:
– PAIDD Model framework for Appreciative Coaching Conversations
g) Final Review and Reporting:
– Reporting paper trail
h) Leadership:
– Johari Window,
– High Performance Leadership framework
i) Effective Meeting Skills:
– Costing out productivity time in effective meetings
– Meeting feedback and evaluation template
– Meeting Toolkit (Before-during-after - Agenda, Minutes, Action Log)
j) Short Interval Control:
– SIC Framework
k) Motivation and 10 of Difference:
– Journaling and making 1 degree of difference/ change
– Positive Speaking framework
l) Ideal Day:
– Leader Standard Work
m) Accountability:
– Accountability Contract framework
– 100:0 Concept (100% Accountability: 0 Excuses)
© Implementation Engineers LLC // Dynamic Solutions in Action // Case Study 001216
www.implementation.com // 10 S. Riverside Plaza Suite 875, Chicago, IL 60606 // Phone: + (1) 312 474 6184
®
n) Teamwork:
– High performance team framework and guidelines
o) Communication:
– Listening skills
– Questioning skills
– Appreciative Conversation
– Communication Goals and Plans framework
p) Observation:
– Observation logs
q) Time Management:
– Ideal day templates
– Visual timelines
Workshops deliver good value, new information
Attendance
• Overall attendance figures were very good for a programme of this magnitude – an
average of 88% attendance was achieved.
One-on-one Coaching and Work-based Assignment Evaluation
• 368 hours of one-on-one coaching was conducted.
• 88% of all delegates reported that they derived good to significant value from their
coaching sessions
• 98% of delegates reported good to significant value derived from coaching assignments
• Table Coaching during the workshop sessions received very favorable comments (See
Figure 2).
Figure 2: Programme Evaluation
© Implementation Engineers LLC // Dynamic Solutions in Action // Case Study 001216
www.implementation.com // 10 S. Riverside Plaza Suite 875, Chicago, IL 60606 // Phone: + (1) 312 474 6184
®
Programme Evaluation
Cumulative positive response to all items on the Workshop Evaluations, across all workshops,
was measured at >90% or more with 7 of the 10 items measuring higher than 90% (See Figure
3).
Figure 3: Workshop Evaluation
Delegates were asked to rate each item on a 6 point Likert scale of agreement – from strongly
disagree(red) to strongly agree (dark green). Responses:
– 91% positive response to “I enjoyed the workshop”
– 92% positive response to “I having learned something new”
– 83% positive response to “I can apply what I have learnt back at work”
– 84% positive response to “Overall, the Workshop achieved its objectives”
– 100% positive response to “Overall, the Facilitator was effective”
At the end of the programme, an online survey was sent out to everyone who was directly or
indirectly involved with the High Performance Programme. Using a set of 16 questions, they
were asked to rate what they perceive in their department regarding:
a. Generally, the percentage of time that people spent engaged in high performance
behaviors
b. Generally, how effectively people used high performance tools.
© Implementation Engineers LLC // Dynamic Solutions in Action // Case Study 001216
www.implementation.com // 10 S. Riverside Plaza Suite 875, Chicago, IL 60606 // Phone: + (1) 312 474 6184
®
65 people responded to the survey within the given time. The results of this survey are shown
below (See Figure 4).
Figure 4: HP Behaviors and Practices Post-Programme Snapshot
New leaders teach others, continue building new skills
While it takes longer than eight months to become a truly high performing organization, the
behavior programme certainly set this gold mining company in motion. After developing an inhouse capability through train-the-trainer coaching sessions, a large portion of learning was
maintained within the fabric of the organization. Behavior change is best achieved with the
gradual internalization of concepts. Leaders were first made aware of new ways of working and
then to take time to think about their actions, which led toward a deeper understanding of the
concepts. With work assignments and remodeled practices back at work, the leaders could
practice their new skills repeatedly, which is the true way to achieving behavior change. This
permanent shift in demonstrated behavior had been achieved at this mine, and the programme
was considered sustainable.
© Implementation Engineers LLC // Dynamic Solutions in Action // Case Study 001216
www.implementation.com // 10 S. Riverside Plaza Suite 875, Chicago, IL 60606 // Phone: + (1) 312 474 6184