The Brief

GKN, a leading supplier to the global aviation industry, needed to build and maintain a competitive edge in a very demanding marketplace. Having grown fast as a result of acquisition, they wanted to change their culture dramatically, to double their revenue and increase profit margins considerably, by:

• Building a shared language to facilitate a whole company approach
• Build emotional intelligence, raising awareness of strengths and development areas in relation to GKN's new leadership competencies, organisational values and business needs
• Build high performing joined up teams

What we did

To help GKN Aerospace deliver on their objectives, t-three were commissioned to run a global leadership development programme for the Executive Team and the Regional Executive teams, in which Facet5 was integrated as a key element within the programme framework.

Facet5 was completed by all 200 managers at the programme outset, along with a customised 360 degree feedback assessment designed by t-three in order to raise their self awareness to inform their programme journey and focus their development.

The 360 degree feedback and Facet5 reports were fed back at the same time in one to one feedback sessions, enabling participants to explore their working preferences as highlighted by their Facet5 report in relation to their performance against the organisational competencies as outlined by the 360 degree report, adding insight into where change would be most difficult and what methodologies would work to greatest effect.

Within Module 1 of the programme, participants were then asked to reflect on their Facet5 and 360 findings in relation to the business needs and business excellence model.

The Executive and Regional Teams also went through Facet5's team development module, Teamscape, in order to raise awareness of their collective strengths and developments areas and forge a better understanding and appreciation of differing styles within the team. This not only facilitated the development of strategies for building effective working relationships but also enabled team members to play to their strengths and identify where they could add most value within their team.

The Results

As a result of the programme, Aerospace achieved its financial goals, in a particularly demanding business period. This performance has been sustained since, despite 9/11 and other problems in the market.

In addition:

• Leaders reported increased cross-company co-operation, and improved relationships with customers
• The Executive Team and Regional Teams were seen to work more effectively together
• 94% of managers were more confident in dealing with poor performance

GKN's CEO Marcus Bryson declared "all future management development programmes have to be built on STEP" because of its proven ROI: to guide individuals, teams, and the entire organisation to implement new strategies in order to achieve ambitious financial targets.