Our Business Cases
Challenge
Because of the fusion of the two companies, Air France and KLM had to face an international change of culture. The structural changes came along with challenges. How do we manage a team facing a storm? Thanks to their tools and sessions, the Mentally Fit experts were able to transform the company’s perception of change, making it a source of opportunities rather than stress. The challenge was to deal with different languages, in different locations and in different cultures.
Objectives
The goal was to accompany managers and help them adapt their management during this period of change. As an international company, Mentally Fit was able to give these sessions in different countries and on different continents, and in different languages. This way the Mentally Fit experts were able to give the managers the tools they needed to support their teams into the process of change.
Challenge
In recent years, the work at Ernst & Young has become more and more demanding. New Technologies have blurred the boundaries between work and private life, plus international customers demand 24/7 attention. At the same time competition has grown and the crisis in sales and profit margins put them under pressure. The result: longer and harder work with the downside being a heavier mental and emotional strain. The management came to understand that higher taxes could lead to fewer engagements, productivity loss or even failure. It was also clear that the organization was unable to increase the mental fitness and performance of its employees to better manage its productivity. Even though Ernst & Young had a huge knowledge and experience about the development of mental fitness of employees, they had no tools available to measure improvements.
How did we help ?
Mentally Fit developed an Ernst & Young Top Performer program. Over a six-month period, participants worked on their personal energy management to increase their physical, mental and emotional energy and resilience. During individual intake sessions, personal energy and stress levels were measured, and personal goals were established. Using workshops, individual coaching sessions and interventions, Mentally Fit helped participants to achieve their objectives. As well as the Top Performer program, Mentally Fit also designed the Fit4theJob Program. Both programs successfully ran for several years.
Challenge
- To prepare the 70 High Potentials of the company in Benelux to become future leaders of the organization.
- To give them a talent programme to become authentic leaders.
- To develop EQ skills (four modules) with links to PhQ energy
Each module was presented in a very interactive way with practical tools and exercises. We created awareness, stimulated reflection and made sense of change. They shared ideas with each other and arrived at concrete engagements and actions.
Objectives
- SELF: How to create self-awareness
- PEOPLE: How to connect with people and support their growth
- TEAM: What is a high performing team and how to build a Dream Team
- CHANGE: What is change? How to communicate change
- ENERGY: How to channel our energy to cope and increase performance under high pressure
Challenge
This section of Shell is responsible for a European network that daily provides services and products to end users. It is part of an international team that operates from three countries, and staff members come from diverse cultural backgrounds. In recent years, the activities of this section and its way of working greatly changed. Much of the work is outsourced. Additionally, there is a collaboration with partner organizations. One consequence of these changes is an increasing reliance on planning and delivery by third parties. This had been causing a high level of stress within the team. At the same time, there were several reorganizations of Shell. As a result, individual and team effectiveness was under pressure. This resulted amongst other things, in a low Engagement Index score at Shell. The management was looking for a way to solve this.
How did we help ?
Mentally Fit developed a pragmatic approach at both individuals and team levels. At the individual level, MFI helped the employees work on their personal energy management over a six-month period. To increase their physical, mental and emotional energy and resilience, MFI focused on enhancing team dynamics in training sessions at the team level. Objectives and a code of ethics were jointly defined, developing trust; roles and talents were made visible using the MBTI; and commitment and engagement were deliberately worked on. During intake sessions on individual energy, stress levels were measured and the data used to draw up personal goals. Using individual coaching and interventions, MFI supported the participants in achieving their objectives.
Challenge
How to produce a winning culture in the middle of an acquisition process, a continuously changing market and fierce competition? Grünenthal’s challenges were to:
- Integrate two companies where the larger one was acquired
- Fight local silo mentality
- Develop their leaders for future challenges and a new reality. How to link the internal mission to the external mission to meet Grünenthal’s promises to their clients
Objectives
To support achievement of the aspirations of Grünenthal LatAm (Touch 660 million lives in Latin America by 2020, and become a US$1 billion company) and guarantee a future of sustainable growth, we needed to build a high performing organization. The objectives were to:
- Increase talent attraction, engagement and retention
- Improve Business Performance (KPIs today + KDIs tomorrow)
- Shape the Cultural Transformation Process.