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Problem

BAE wanted to increase the amount of contribution they make towards achieving the company’s vision, mission and goals. As part of BAE’s move towards being a more service orientated company, it was important that everyone was delivering brilliantly all of the time.

Solution

BAE invited Treehouse to work with F35 Sustainment and Combat Air Product Support teams to support them through the transition. We quickly recognised that both senior and middle managers were assessing their teams based on what they were doing and not the difference they were making. In order to enable people to make a valuable contribution towards the business’ vision their managers needed to think differently - how they think, feel and act directly impacts on how their teams contribute to the overall business.

To begin, we held an introductory workshop with senior managers to build a talent map. This involved landscaping the talents of all managers in detail and discussing who would gain the most benefit out of the programme’s developmental approach. A large number of managers were then invited to attend a ‘kick off’ workshop and were introduced to the programme and how it works, plus the concept of Managing Contribution; the Contribution Curve. This is the method of navigating and recording an individual’s progress as they move up the five levels of contribution. 

In the first workshop, delegates completed self-assessments containing critical management markers to identify where they sat on the Contribution Curve and determine their key objectives. Most delegates found they were in ‘reacting’. They also took part in a process to match them with a highly skilled Treehouse coach most suited to their needs. Together with their coach, delegates drew up a Contribution Transition Plan which set out their goals and the action required to meet those goals. 

Managers learned new methods of working through a series of facilitated workshops. A series of weekly, fortnightly and monthly individual coaching sessions over the phone helped managers apply what they’d learned in the workshops in a way that was relevant to them at work. The delegates formed a strong relationship with their coach who supported them to deal with day to day struggles, helping them to monitor their own progress and development up the Contribution Curve.

Workshops were held on specific topics and were adapted to deal with issues that came up from individual coaching sessions.  These included:

  • Knowing and communicating with your people

  • Time & priority management

  • Engaging and developing your people

  • Influencing without authority

  • Coaching for performance

  • Customer service

Results 

By the end of the programme all Managers had moved up their Contribution Curve with some recording significant improvement from ‘Reacting’ to ‘Directing’ and ‘Facilitating’.  All were fully engaged and committed to the process and learnt to be less involved in technical delivery and more supportive in helping their teams deliver and think for themselves. Managers have already recognised the need for better communication and have pro-actively kick-started a communication initiative.

In addition to this success, the Combat Air Product Support team (CAPS) won the BAE Chairman’s Award (Bronze) for Health and Wellbeing - the Contribution Programme was a major contributor to the win, with this team of 400 being recognised out of the 65,000 UK employees.

Testimonials:

"We have improved performance and customer service and this programme has definitely contributed to that."
Kevin, BAE Systems

"I'm seeing most change in the people who need this most. People have visibly taken something from this programme. They are actively living it, doing it. It has changed behaviours"
Eugene, BAE Systems