The insurance subsidiary of a French bank decided to reinvent its management to improve the customer experience, which had become very demanding and volatile, while improving the employee experience, whose commitment was diminishing. This transformation impacted the leadership and management of 7 site, in a traditionally hierarchical organisation where each level has delegated authority.
The aim of the coaching of the director of each regional centre is to help integrate the new practices and to find ways of expressing leadership in this new organisation. This is done in a “low-key” manner, by defining the scope of action and allowing his team members to navigate freely. The face-to-face coaching of each site manager lasted 6 months.
Each manager’s leadership identity was particularly affected by the new prerogatives of the management model. In this open and safe place of debate, the manager was able to express his doubts, explore his fears and blockages, imagine and then test possible options to solve issues, and finally find way back to authentic leadership in the organisation, restoring meaning and full support to his teams. His deputy’s testimony is
“…a remarkable evolution, he’s the same but different”.
