Transport / logistics

Transforming the Leadership Model to enable company growth

Chronopost is the french number 1 in express delivery of parcel up to 30 kg to companies and to private individuals.

Chronopost created a new managerial charter, with values and a set of expected behaviours.

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 uses it with authenticity. The Executive management wanted to have their managers to really embrace the new leadership model to achieve performance and engagement.

A complete development program with coaching

Roll-out started in February 2020, right before the pandemic. All managers benefited from a complete blended coaching programme called “Develop myself as a Chronopost leader”. After onboarding on their fully customized digital platform, each employee meets their Coach and works with him/her to set specific goals and stay on track to achieve them.And because it was essential to make the bridge with the collective, they have followed a hybrid pathway with collective co-development workshops around their values. Considering the pandemic stroke during roll-out, we adjusted some aspects of the programme to be 100% virtual, also including extra support for leaders requiring it.

Mourad Bouziane
HR Director Chronopost
Capture, integrate, retain

A new leadership culture was implemented and this change programme was highly appreciated by leaders as it was concrete and pr actical support through change, based on their respective needs. Participants of the programme became leaders of the transformation, leading the way for their teams, trying out new ways of doing things, new routines, new behaviors thanks to the ongoing support of their coaches along the programme. The quality of the coaching has been highlighted and also the agility we demonstrated all along the change 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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