This paper aims to describe how Virgin Trains, a UK train operator, has saved thousands of pounds after coaching of front‐line managers helped to change the internal culture at the company and encouraged them to come forward with new ideas.
The paper explains the background to the program, the form it takes and the results it has achieved.
The paper reveals that, since the training, the company has seen reductions in the costs of staff turnover, customer complaints and short‐term sickness. In addition, staff engagement has risen, with employees commenting that they feel listened to and respected, as well as empowered to make their own choices.
The paper demonstrates that managers are now better skilled to support the front‐line teams to challenge, to take on more responsibility, to come up with and drive forward new ideas. This has been reflected in increases in revenue and reductions in costs.
The paper details a coaching initiative that has improved passenger satisfaction at Virgin Trains, and so may be helping to achieve the important social objective of getting more people to travel by rail.
The paper reveals how the project has freed up managers to manage rather than becoming too embroiled in minutiae.
