A very successful company wants to progress to the next level and identifies the need to invest in its people to do so
Developing senior managers to be better leaders and to encourage the cultivation of talent – by the expansion of a coaching programme across McDonald’s UK and Ireland.
RS Components, a trading brand of Electrocomponents PLC, is the world’s largest distributer of electronics and maintenance products for engineers, with operations in 32 countries across Europe, the Middle East, Africa and Asia Pacific, and around 500,000 products in their catalogue. They boast a workforce of approximately 5,000 employees and have been in business for almost 80 years.
When Ian began his search for the coaching training provider for RS Components, he knew what he was looking for. “What I wanted was a specialist focused coaching training provider, who intrinsically understood and could provide evidence of their experience in working with other major organisations in delivering quality coaching competency development.”
After considering various options, he attended a Coaching Focus event and there he met Trayton, who Ian realised very quickly, was the perfect fit for RS Components. His calm approach, demonstration of empathy and humility, and his coaching style were the kind of characteristics that Ian was confident would achieve the results with their people that RS Components was hoping for.
Trayton developed a three-module program for the RS Components staff, and began delivering it in May. So far, three cohorts have passed through the program, with just over 40 people in total receiving the coaching training. Between each module there has been a break of 6-8 weeks for the students to practice what they have learned and transfer their learning to the workplace, as well as time in the sessions for practice and discussion of their progress. Parallel to this, they have received one-on-one sessions with Ian, also a qualified executive coach, to talk about their learning, the challenges they have faced, and what they need to improve on and change going forward.
““We have better conversations; inclusive, collaborative, developmental conversations, that help to develop and empower our people to do a better job, and engage them and involve them in that process rather than just telling them what to do.”