Describes how coaching helped the spare‐parts warehouse manager at General Motors Europe to perform more effectively against the background of a rapid rise in demand for GM cars in Russia and the tripling in size of the warehouse for which he is responsible.
Explains what gave rise to the coaching initiative, the form it took, and the results it achieved.
Details how, before the coaching, the warehouse manager had struggled to delegate and had felt the need to follow all items along the supply chain. The demands he had made on his team had created low morale and poor performance and his personal life had come under strain.
Reveals that the coaching has helped him to work closely with his superiors and direct reports to ensure there is a good understanding of what is required and by when. He is more aware of people's reactions and needs, how to delegate, how to get better performance from himself and his team and how to manage his time better.
Explains that the manager's personal life, which had also come under strain, improved after the coaching initiative.
Reveals how adopting a coaching culture can boost profitability.
