CASE STUDY:
P&G Improves Coaching — By Listening
Outcome and Summary
In short, the LEAD Groups cemented relationships, so much so that several groups planned to continue the LEAD Group interaction through teleconferences every few months for a year, despite the fact that these groups often involve participants on three continents.
The effectiveness of the LEAD Group is supported by the participants’ ratings of the event: about 4 (Very Good) on a 5 point scale. Also, participants reported feeling more engaged from the first group session to the last LEAD group session. Finally, when participants were asked, at the end of the College week, what would you start doing in the workplace Monday morning, as a result of your LEAD group experience, responses were as follows:
- Start Listening More - 28%
- Connect/Network with others - 18%
- Start Coaching others - 20%
This LEAD Group methodology met the business need for improved coaching by the middle managers and for a broader network of people across silos in this very large global corporation. We hope that the above will help you with your planning for an innovative and successful corporate learning experience.
References
Groopman, J. (2007) How doctors think. NY: Houghton Mifflin Co.
Harrison, C.L. (2007) The relationship between group climate, innovation, and female facilitators. Unpublished master’s thesis, University of Cincinnati.
MacKenzie, G. (1996) Orbiting the giant hairball: A Corporate fool’s guide to surviving with grace. NY: Penguin Putnam Inc
Meister, J. C. (1998) Corporate Universities. NY: McGraw-Hill, Inc.
Owens, L. M.D. & Klein, E.B. (2007) Case study: Targeting the middle at P&G. Corporate University Xchange.