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Transforming the Leadership Model to enable company growth
Chronopost is the French leader in quick delivery of parcels weighing up to 30 kg to both businesses and individuals.
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The management wanted to deploy and anchor this new model in daily work, on all sites in France, while ensuring that everyone finds meaning in it and applies it with authenticity. The executive management wanted their managers to really embrace this new form of leadership in order to achieve both performances and engagement.
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Roll-out started in February 2020, right before the pandemic hit. All managers benefited from the "Develop myself as a Chronopost leader" comprehensive integrated coaching program. After completing their onboarding process with their fully customized digital platform, each employee met their Coach and collaborated with them to define particular goals and stay on track to achieve them. Because it was critical to build a bridge with the collective, they took a hybrid approach that included collective co-development workshops centered on their values. The globalization of the pandemic led to the modification of several components of the program, for instance making it 100% virtual, as well as providing additional assistance to leaders who required it.
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The solution turned out to be completely relevant, useful and very valuable. Without this solution, we would never have been able to achieve such results in terms of speed of change and engagement.
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A new leadership culture was implemented, and the change program was embraced by leaders as it provided concrete and practical assistance through the changes, and based on their specific needs. Participants in the program became transformation leaders, paving the way for their teams and experimenting with new ways of doing things, new routines, and new behaviors, thanks to the constant support of their coaches. The coaching quality has been emphasized, as has the adaptability we displayed throughout the transformation program.
Visible change for managers on the move every day
of managers are satisfied with what they have achieved.
of managers feel committed to testing new management practices.
of the managers recommend the pathway to their peers
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