Insights

Every organization has a mission to follow, a goal to fulfill. These differ across industries, branches and trades. However, all organizations also share a mission: maintaining or improving the wellbeing of their employees. Today’s fast-changing world stresses the importance of the wellbeing of our people.

During the pandemic, employees discovered a new set of challenges, because a large part of the previous support system disappeared. Where they would normally have been surrounded by colleagues and managers to offer help, they were now working from home. Grace Liu, HR Director Global Learning & Development at Delaval, noticed this shift and initiated an employee wellbeing program to offer support. She is passionate about encouraging people to learn and offering useful tools to maintain and ideally improve their happiness. Delaval partnered with Relevance to create 90-minute Boostcamp sessions. The program supports employees’ wellbeing through connection and self-reflection. After two years of successful implementation, Grace looks back on the merits of the program with Camiel Gielkens, Relevance’s CEO.

Anticipating challenges emerging through change

“What challenges does Delaval face?”, wonders Camiel. Grace identifies two different aspects of key challenges at Delaval, and essentially for every worldwide organization. Wellbeing was always high on their agenda, but the way of supporting employees changed tremendously the past few years. Firstly, the learning method has shifted from collective learning in a classroom to individual and digital learning. Besides challenges, this development brings opportunities. Grace: “The workforce is invited to step into new ways of learning. Instead of sitting in the traditional classroom, learning is now digital and self-paced.” Contrary to what some might expect, Grace thinks this makes learning more social. Especially in a multinational organization as Delaval, virtual learning enables colleagues from all over the world to get to know each other and share their experiences. >

Improving employee happiness with Boostcamp Sessions

The challenge

• How to support employee wellbeing during the pandemic
• Shifting from classroom to individual digital learning
• New relevant topics: hybrid working, leading remotely, diversity and inclusion online, self-awareness, flexibility
• Learning engagement

The learning solution

• 90 minute boostcamp sessions on e.g. managing work-life balance, strengthening resilience and a positive mindset
• The goal was to create awareness and provide support systems
• Connecting people (also internationally) in an accessible way

Learning mindset as a result

• 700 participants
• Employees felt encouraged, inspired and energized
• Find support and recognition with international colleagues
• Boosted curiosity and learning mindset as a new starting point for future leadership programs

< Subsequently, this virtual and multicultural learning method requires more self-reflection. Grace explains the importance of reflecting after an online learning interaction with others. “We think about questions as: ‘How do I digest what I have received from others? How do I combine this with my own core qualities and leadership style?’”. Because of the changed learning method, individual learners need to synchronize what they have learned.

Secondly, next to learning methods, learning skills are shifting too. Delaval wants to address new and different topics, such as hybrid working. Grace emphasizes the prerequisite of diversity and inclusivity, especially online: “How do I, as a manager, stay connected and available for employees in a hybrid work environment?”. Camiel: “That requires a lot of different ways of learning, with a lot more tools and variation.” For that reason, businesses are reimagining the business model and organization structure. “This is crucial, since we need to anticipate on and prepare ourselves for changes and disruptions, instead of being surprised by them,” Grace says. “In doing so, self-awareness is key. We ask ourselves what kind of awareness we have. What kind of leader am I? How can I engage my team into this digital information?”

Supporting and inspiring employees

Self-reflection poses the all too familiar question: are we good enough? Do we still have the energy to deliver and reach our goals, and perhaps reach beyond? Delaval did the same. The organization wanted to support the wellbeing of their employees, especially during the challenges that emerged during the pandemic. They organized sessions with nine topics, where participants could pick and choose which to follow, including: ‘manage your work-life balance’, ‘strengthen your resilience in changing times’ and ‘develop a positive mindset’.

"We wanted to show people we are here to help and they are not alone."

Grace: “The goal was to help employees become aware of their own wellbeing and providing tools and different support systems.” Camiel elaborates: “We saw it was not easy for people to deal with the pandemic. There were high levels of stress and uncertainty. We wanted to create a program to show employees we are here to help. To show them they are not alone. Through the 90-minute Boostcamp sessions, we aimed to connect people and decrease stress in a very accessible way.”

This was the reason, Delaval and Relevance hosted sessions of 90 minutes. Grace explains this gives participants enough time to feel comfortable to open up, feel the connection and get to know others who are facing similar challenges and learn something, without taking up too much of their time and making it feel like an obligation. Another way of making the sessions feel more causal was the self-registration process. Everybody was welcome to join, without manager approval or additional costs. This made participating easier.

Over the past two years, nearly 700 people took part in 90-minute Boostcamp Sessions. Employees say they feel encouraged, inspired and energized after participating. They enjoy connecting with people from all over the world. During the Boostcamp Sessions, they find comfort in knowing they are not alone, while simultaneously becoming aware of differences and overlaps throughout various countries and cultures. This requires a safe, inclusive environment. With these sessions, Delaval aims to support inclusivity and diversity throughout their organization. Camiel: “The program helps to create a learning and growth mindset. How to deal with emotions, difficult situations and new ways of working. With the 90-minute Boostcamp Sessions, we create a new awareness. People start to think about these topics and become more curious. Eventually, they understand the need and use of these programs better. In that sense these programs cultivate that learning mindset. As an organization, you build a platform for future leadership programs and learning interventions.”

What’s next?

The 90-minute Boostcamp Sessions have definitely contributed to the improved employee wellbeing and satisfaction, Grace tells us. Would she do anything differently? “No”, she says jokingly. “The program was perfect! But I would love to make learning in Delaval more personal in future. For our leadership program we offered nine different topics. I wish we could make learning even more bite-sized and personalized. To offer more creativity and flexibility.” Camiel agrees: “Making learning more personal and also in the moment of need!”

With the rise of AI tools enhancing speed and efficiency in the workplace, leaders are facing challenges in ensuring every team member is engaged, finds fulfillment in their roles, and actively contributes to the company's mission.

Particularly in the context of reskilling and upskilling within organizations, a multifaceted approach is essential. This approach encompasses a broad spectrum of skills and strategies aimed at fostering personal and organizational growth, agility, and the capacity to navigate and lead through change.

Looking at what keeps our customers around the world ahead of their game, we notice a list of critical leadership skills that keep leaders at the helm whille navigating the AI revolution. 

In the context of reskilling and upskilling, the role of leadership transcends traditional management, shifting towards a coaching-oriented approach that prepares teams for the fluid demands of the modern workplace. This evolution calls for leaders to not only guide but also empower their teams, fostering an environment where resilience, adaptability, and innovation are at the forefront.

As organizations navigate through the complexities of developing new skills, leaders are tasked with managing diverse team dynamics, recognizing and nurturing positive behaviors while mitigating any negative or toxic tendencies. This balancing act is crucial in maintaining team cohesion and productivity during periods of learning and growth.

Moreover, effective leadership in times of uncertainty means embodying the change they wish to see, demonstrating behaviors and attitudes that align with the new skills and mindsets being adopted. By leading from the front when necessary and stepping back to encourage and support, leaders can instill confidence and foster an inclusive culture where every team member feels valued and motivated to contribute to the organization's evolution.

• Manage team dynamics: Teams undergoing reskilling and upskilling encounter significant challenges. Leaders play a crucial role in navigating various behaviors within their teams, some of which contribute positively to goals while others may exhibit toxic tendencies if not addressed effectively.
• Leadership Effectiveness: Leading through uncertainty requires us to lead by example and positively reinforce when new behavior is starting to show. Effective leaders recognize when they are requiered to lead in front on step to the back and lead through encouragement. 
• Coaching Skills: Coaching as a skill for leaders have never been as relevant as today, by applying even the most essential coaching skills, leaders create resilient, adaptable teams that are well-prepared to meet the challenges of an ever-changing work environment, driving innovation through ownership.

2. Personal Development and Effectiveness

Leaders are constantly on a journey of personal growth to enhance their leadership effectiveness. Time management, personal effectiveness, and critical thinking are foundational to this. Time management involves breaking with ineffective habits and prioritizing actions that align with one’s values and ambitions, ultimately leading to high performance. Personal effectiveness is about leveraging one’s talents towards achieving personal ambitions and enhancing communication styles for improved performance. Critical thinking clarifies decision-making processes, focusing on solving the challenge at hand by putting relevant factors into perspective.

• Personal Effectiveness: Set personal goals aligned with organizational objectives. A leader might set a quarterly goal to enhance their team's productivity by 20% through improved workflow processes.
• Critical Thinking: Evaluate information from multiple sources before making decisions. When faced with a complex problem, a leader analyzes data, seeks expert opinions, and considers past experiences to make informed choices.
• Time Management: Prioritize tasks based on urgency and importance. For example, a leader starts their day by identifying top priorities and allocates specific time blocks for these tasks to ensure they are completed without delay

3. Enhance Communication and Collaboration

Effective leaders show strong signs of self-awareness, empowering their teams to actively contribute to discussions and navigate diverse situations with assurance. In today's context, mastering collaboration skills is paramount as teamwork takes center stage.

Understanding the intricacies of team dynamics and cultivating trust within teams are vital components of effective leadership. Effective leaders show that they constantly drive a shared vision, recognize and leverage the unique strengths and contributions of individual team members to actively encourage innovation and collaboration.

• Effective Communication: Practice active listening during meetings. This involves summarizing what others have said to ensure understanding, thereby fostering a culture of respect and openness.
• Collaboration Skills: Encourage team brainstorming sessions to solve problems. A leader might organize regular cross-departmental meetings to facilitate creative solutions by leveraging diverse perspectives.
• Building Trust: Share successes and failures transparently with the team. By openly discussing challenges and lessons learned from failures, a leader builds trust and encourages a culture of honesty and continuous improvement

4. Encourage Innovation

The business end on Diversity and inclusion means fostering an inclusive environment by addressing topics like psychological safety and unconscious bias drives engagement and creativity.  Creativity and innovation stand as cornerstones of success. Leaders must not only recognize the importance of fostering a culture that values and prioritizes innovation but also champion adaptability as a key trait within their organizations. Encouraging creativity means providing a space where out-of-the-box thinking is not only welcomed but celebrated. Leaders can inspire their teams to think innovatively by setting aside time for brainstorming sessions, encouraging experimentation, and rewarding bold ideas. 

Being adaptable means being open to trying new approaches, pivoting strategies when necessary, and learning from both successes and failures. By instilling a culture of adaptability within their teams, leaders position their organizations for long-term success.

• Promoting Diversity: Implement mentorship programs pairing senior leaders with employees from diverse backgrounds. This behavior demonstrates a commitment to developing diverse talent and promoting inclusivity.
• Fostering Innovation: Organize 'innovation days' where employees can work on projects outside of their regular responsibilities. This initiative encourages creativity and could lead to new product ideas or process improvements.
• Psychological Safety: Create a safe space for sharing ideas and concerns. Leaders might hold regular open forums where team members can voice thoughts without fear of judgment or repercussion.

5. Recognize and respond to new information

Leaders that own the change their company goes through lead from vision and communicate the vision within their team. They involve people through change with empathy, understanding, and strategic foresight.

Balance applying change models to real-life scenarios but also need to consider the human aspect of change, ensuring their teams are supported, engaged, and motivated throughout the transition.

• Adaptability: Adjusting strategies in response to external changes requires a leader to be not just adaptable but also communicative and supportive.
• Anticipating Challenges: Proactively identifying potential obstacles to change and developing contingency plans should involve engaging with the team to leverage their insights and prepare them for possible scenarios.
• Creative Problem Solving: Encouraging out-of-the-box thinking to navigate challenges is essential, but doing so through a collaborative leadership style can enhance the process.

Where do you start?

Leadership in the context of reskilling and upskilling is multifaceted, requiring a blend of personal effective communication, inclusion, innovation, change management, all with the future in mind. By cultivating these essential skills, leaders can ensure that their organizations remain agile, innovative, and well-equipped to navigate the challenges and opportunities of the modern business landscape.

It's clear that the emphasis on the importance of a holistic approach to leadership development is essential, one that integrates personal growth with organizational objectives, ensuring that both leaders and their teams are prepared to face the future with confidence and competence.

Relevance Learning is a proud partner of the world's front-running organizations. Contact us to schedule a free conversation to find ways to start enhancing your leadership of tomorrow. 

When Schouten & Nelissen and Relevance CEO Camiel Gielkens met with AutoGravity CEO Alexandre Mallmann, their discussion of change management quickly turned into a catch-up session between two old friends. Here’s what the two CEOs had to say about the role people play in the success or failure of a new strategy.

Alex, it’s been a while since we worked together in China. And now you’ve moved to California to head AutoGravity. Let’s talk about change, which is something you have certainly never shied away from, have you?

“No, not exactly! Looking back on my career, in every company where I have served as CEO, I initiated a change process. But always for different reasons. Sometimes I needed to turn around a downward trajectory. Other times, like in China, I needed to get the company ready for growth.

Now at AutoGravity, it’s a different game altogether. When I came here, it felt like a start-up. AutoGravity already had market-leading technology. It was my challenge to formulate a clear business model and strategy.”

I know you have a lot of experience in financial business models and you are a real innovator. But to go into a company and challenge the entire business model, that’s a big change. What a tough job.

“Talking about change! I can tell you, it has been difficult at times. We began with 160 people in the company, and now we have fewer than 60. The company needed to be downsized in order to stay in business. I saw we were not going in the right direction. I said, ‘Guys, this is where this company is going; I need to know who is in, and who is out. If you are not in, we respect that, but we have to move forward.’”

Bold moves! I know you always have very high standards. That can be very demanding, but I also admire you for your care for people. How do you get the best out of your people in a situation like that?

“If you are driving major change at any organization, you are probably stepping into a situation that needs fixing. Until you acknowledge the challenges employees have experienced in the past, they are not going to believe in any proposed changes for the future. So, it’s very important to be honest about things that have gone wrong. Provide a diagnosis and a vision for what success looks like going forward. Once you have done those things, ask for people’s commitment to right the ship. A company’s most important resource is its people. If they don’t believe, the company has no chance.”

I sense there is a great lesson to learn here. You must have a clear view of what the key steps are in such a process. How do you lead a change process?

“Overall, I see 5 steps to any change process. These have applied in every change project I have been a part of. I start by doing an assessment to understand what phase a company is in. I talk to the executive team and other stakeholders. Next, I hold ‘skip-level meetings’ in which I talk with the team one level below my direct reports. Then I have what I call ‘heartbeat meetings’ in which I invite employees, regardless of their level in the organization, to meet with me for informal conversations. In these meetings, we can ask each other any question. This is so valuable.”

"Leaders today should be kind and respectful."

Alexandre Mallmann

Alexandre Mallmann’s 5-step change process

1. Organization assessment
2. Direction and vision
3. Strategy and execution
4. Values and behaviors
5. Communication

This is a great concept, ‘heartbeat meetings’. I want to know more. How do you create a readiness for change in people?

“Well, the fact that you invite people to talk is a great motivator. People appreciate the time you take for them. I show people that I depend on their views. I don’t know all the details. They do! It is so important to really listen to the people in your organization and demonstrate how their input led to tangible outcomes for the company. Show your appreciation. That is how people become more open to change.”

What is the second step after organization assessment?

“Direction. What I have seen at many places is a lack of clear direction for the company. Where are we going? I get the executive team together and we define what I call ‘the North Star’. What is the vision for the company that the leadership team agrees upon?”

How important is alignment, and how do you move from a direction to real actions?

“Alignment is key. I sometimes jokingly say, only after the executive team ‘signs the vision in blood’, it’s time to move to strategy. That’s the third step. Where are we today and then where do we want to be? Which strategic initiatives will it take to get there? I usually gather the top 100 people and involve them in strategy creation.”

What really makes people engaged in a change process? I believe passionate people make a company successful, don’t you?

“Yes! After the strategy has been set, and everybody knows the vision, the next step is to reinforce the values and behaviors that you want the entire organization to follow. Unless everybody has the same attitude, you will not be able to execute any strategy.

I have always been very keen on behaviors. I like people to respectfully challenge each other. And be frank. You have to be ready for some honest feedback and even some conflict at times. But this is how you improve and move forward. If the organization is not ready to accept this, the business is not going to grow.”

Company values help define desirable attitudes and behaviors. Let’s talk about how this relates to company culture.

“I believe it is extremely important for a company to create the right culture for putting a strategy into practice. In order for people to adopt new behaviors and have a positive attitude, you need to communicate. Make clear to everybody what the objectives are, and why you have set them. Really engage them, be clear and transparent. It doesn’t matter if you have 50 or 1,000 people in your organization. Everybody needs to know the clear direction the company is working toward.”

I remember you often spoke about existing patterns that can stand in the way of success. How do you help people break through those kinds of behaviors?

“People need to understand why change is necessary. In that process, I generally group people’s reactions into 3 categories:

• Glad to get some fresh air. Their attitude is, ‘Let’s make it happen.’ These people don’t need to be convinced.
• Apprehensive, but willing to try. Their attitude is, ‘I will go which way the wind blows.’ These people need to be coached and engaged more. This means, celebrate successes and show them the benefits. Usually this helps them to be positive about the changes.
• Opposing change. Their attitude is, ‘I know better than you’. It is important to be fair and help them understand. Provide training where possible, but if behaviors don’t change, it jeopardizes the entire organization. Unless they change, they can’t be part of the team going forward.”

That’s a clear analysis. It makes me think. This is the way to engage people in the beginning of a change process. How do you keep people on track in the long term?

“That’s where the value of the company’s vision becomes so important. The vision should not be a static thing, because business is not static. So, a company’s vision needs to be in line with how its business evolves over time. Most importantly, it has to be communicated to employees in a way that makes sense both in the short and long term. You know, a vision statement like ‘becoming number 1’ is not clear and compelling enough. What does that mean, really? It needs to be something that excites employees and makes them feel proud to contribute. I have seen how energized and committed people get when their company supports social and sustainable causes. Keeping your people on track really comes down to your organization’s purpose. Purpose is the primary reason people choose to work for a company these days. It’s more important to employees than money or location, especially for younger people joining the workforce today.”

This hits close to home for me. You’re talking about people – planet – profit. Connecting company values to individual values. You mentioned that purpose is important to young people. That brings me to a final question: what tips can you give to young leaders?

“First, I recommend learning about empathy. It’s important to understand where others are coming from. Be kind and respectful, be humble. Give praise to your team. Make the other person shine! Success should not be so much about you.

In addition, communicate clearly and transparently. You know, sometimes people become leaders because they have strong technical skills. But they are not trained in communicating and motivating others. As a leader, you need to help your team understand why a specific decision has been made, and give people regular feedback.

At the end of the day, you need to look after the larger organization. Give compliments where they are due. And at the same time, be honest with people who underperform. Because it’s not fair to the rest of the team if you don’t ask people to step up when needed. This type of approach benefits the entire organization.”

Alexandre Mallmann has more than twenty years of experience in the automotive industry. He served as CEO of Mercedes-Benz Financial Services in Portugal and Spain and later of Mercedes-Benz Auto Finance China. Since 2018, he is CEO of AutoGravity, a leading digital car-shopping and financing platform based in California, USA.

Camiel Gielkens is CEO of Schouten & Nelissen Group and Relevance. He was general manager and executive coach for Schouten China from 2012 to 2018.

Feedback: it can be a tricky aspect of our professional relations. On one hand, we like to be critical to achieve the optimal result, together. While on the other hand, having our own work criticized can cause frustration. That’s why becoming a master in giving and receiving feedback is crucial to create an open culture within your organization.

VodafoneZiggo noticed this importance as well. To help their employees give and receive feedback, we developed a tailor-made training course, supporting their change management. Together, we focused on openness, behavioral change and teamwork. Nynke Hagen, Culture & Engagement Manager at VodafoneZiggo, and Marianne van Munster, Senior Trainer at Relevance, discuss this wonderful project.

Culture program

VodafoneZiggo starts their journey of opening up their company culture at the first value of three cultural values: ‘Open Up’. This value aims to create a culture of openness and accountability, a place where employees feel free to give feedback and ask each other questions. The other two values are ‘Team Up’ and ‘Step Up’. Nynke says: “Our company culture has been a high priority ever since the joint venture between Vodafone and Ziggo in 2017. From that point, we explored what we stand for as a company in the first year, which was followed by focusing on what we know about our values in the second year.” By taking these important steps, VodafoneZiggo was ready to take off behavior development within the company by the third year. 

Meeting the need for change

The company conducts an engagement survey amongst their employees numerous times a year. The results showed a strong desire among employees for improving (cultural) behavior. VodafoneZiggo wanted to respond to this need. This was certainly a good call, since the Covid-19 pandemic hit simultaneously. The result: a stronger need for clear communication and efficient teamwork than ever. “We started out by asking ourselves what kind of behavior we want to reinforce and prioritize in our company culture. That’s where the value of ‘Open Up’ came in,” Nynke explains.

Marianne proposed to visibly embed all three VodafoneZiggo values into the learning modules. She says: “We believe in making a meaningful contribution to support an organization in their strategically development and shaping partnerships instead of just providing a training.” Nynke agrees: “We collaborate in figuring out ways to inspire and improve behavior. Relevance has been a great sparring partner and source of inspiration to us.”

Feedback in teams

“The training set out to make a clear distinction on what feedback is, and more importantly, what is not! Then, we practice the ‘how,’” Marianne says. “The trainings were done from an individual perspective, but we soon learned that we needed to shift our focus towards creating a feedback culture within our teams. Now, more than 150 teams have followed the training. These teams vary from technicians and store staff, to our HR director and his team. By following the feedback training, employees create the basis for stronger teamwork and feel empowered to experiment. Exactly these skills are what the other two values, ‘Team Up’ and ‘Step Up’ focus on.

“If you're good at giving feedback doesn't matter if the other person is unable to receive it. Once you improve the way you receive feedback, how other people give you feedback is no longer important.”

Marianne van Munster

Major success

“The training was tailor-made for us, by Relevance. Each team had different content, placed into their specific context,” Nynke mentions. “The responses we received have been incredibly positive. The other day, someone told me he had reached his learning goals. He explained he went from feeling like a weak cup of coffee to a strong espresso!” Marianne elaborates. “I also saw a manager being visibly moved after our training. She was genuinely touched by seeing her team opening up.” These wonderful examples were also reflected by the date gathered from the conducted evaluations and effect scans. Upon completing the feedback training, people rated themselves two points higher on average than before following the training. Nynke adds: “I hear people are more comfortable and find it easier to give one-on-one feedback than before. Now, they are much more likely to comment on positive aspects instead of focusing on the negative. This wonderful development is entirely in line with our new mindset of continual learning. We look forward to embedding this mindset in other processes and programs too, such as leadership development and performance management.”

Unlimited learning

Now, employees at VodafoneZiggo think of feedback in terms of “supportive” and “developmental” instead of “positive” and “negative.” “This is a wonderful development, which is fully in line with our new mindset of continual learning,” explains Nynke. “To truly create a culture in which everyone feels safe to speak openly, we are also embedding this mindset in other processes and programs, such as performance management and leadership development. In addition to this feedback training, we still have hundreds of training modules and courses on the Archipel platform, a sister company of Relevance. Our employees have unlimited access to these.”

“Are you working on your company culture? Embed your values in everything you do and involve people from all over the company to create a new norm.”

Nynke Hagen

Safeguarding the future

Because as we all know: the learning process never ends. That’s why, in addition to this feedback training, VodafoneZiggo employees have unlimited access to hundreds of training modules on the Archipel platform, a Relevance sister company. Meanwhile, Nynke and Marianne continue to think of ways to expand the feedback training by organizing additional modules or refreshers. “We’re exploring how to give feedback from every possible angle,” Nynke explains. Managers are facilitated by custom developed practical tools, which help them to optimize their leadership skills, inspire their team members and help to give them feedback.”

To any organization that wants to work on its culture, Nynke would like to say: “Embed your values in everything you do. Involve people from all over the company. Choosing some standalone training module and expect for it to have an effect, doesn’t suffice. Make sure to continue the learning process after the training is over, so that new behaviors become the norm.”

Are you interested in creating a more open company culture?