Ahold Delhaize came to us seeking to build a sustainably high-performing culture amidst relentlessly rising demand and complexity. This was especially critical in the face of a large merger that caused uncertainty and anxiety in a population that was already stressed and stretched.
Step 1: Explore
We started by conducting a baseline survey to identify the areas where the organization was suffering from the biggest energy drains and deficits. It became clear that store managers were a particularly critical yet overwhelmed population.
Step 2: Envision
We built a customized process for these store managers designed to teach them how to manage their own energy better and how to more effectively meet the needs of their team members.
Step 3: Energize
We rolled out those programs to 180 store managers across two of the company’s divisions. We also tracked an identical division within the organization that didn’t experience our training.
Step 4: Evaluate
In early spring 2017, we launched a pulse survey – a shorter version of the larger 2016 audit, in order to see where the organization stood a year later and measure the impact of our intervention. Being able to compare the “treatment” and the control group allowed us to see which changes were organic or the result of business fluctuations or other interventions, and which were the result of our partnership.
While the group that experienced our work (the “treatment group”) started with lower scores than the control group across the board, their increases were significantly higher in every dimension.