A large corporation wanted to increase the ability of their supervisors to manage in a customer-centric culture, and staff to emphasize their relational skills. They wanted to re-focus attention on softer performance measures, as well as the traditional qualitative measures. They wanted their supervisors to feel confident and supported when it came time to discuss with staff the new, higher, expectations.

Jill Malleck interviewed leaders and high performers to determine the ideal behaviours in the new work place. She facilitated a working committee so that new objectives for all job categories were collaboratively developed. A two-day training session in Practical Coaching for all leaders was designed and delivered. It included real life case studies in delivering tough messages to staff.