Long-term management development

In some cases many people were reluctant to change, and in others uncertain about the evolution of management style and habits. The company's 250 managers had previously received limited training in soft skills.

Over a three-year period, four interventions were planned to help managers acquire a new mindset through useful tools for managing change, focusing on assessment, personal effectiveness, people management and accountability.

Key Actions

Personal effectiveness and people management

In order to provide a starting point for greater self-awareness and to begin to remove communication barriers between departments and staff levels, we facilitated a course based on the DISC model, which places the focus on personal effectiveness and then moves on to people management.

Our interventions aimed to provide concrete change management tools as well as new leadership and communication skills.

We have encouraged and established processes aimed at people continuously sharing their experiences.


1. Common tools

The methodology applied during the development course gave participants the opportunity to perceive themselves and others in a new way, to have a common and shared language, and to master a number of useful tools for managing relationships with colleagues and internal and external customers.

2. Acceptance and motivation

In the company, people went from an initial phase of rejecting the current acquisition to accepting it as they realized the benefit of the change. Once motivation was regained, people were able to accept the change, experiencing and living its benefits.

3. Individual growth

Each individual participant had the opportunity to take an additional step forward in the way they deal with challenges and difficulties at work and in life more generally.