Case Study

BACKGROUND

In 2020 when organisations were struggling through the global pandemic, Keter UK took the decision to invest in their 45 strong line management population as part of the cultural change journey.

To support the line management and cultural change journey, the Keter MD reached out to Brave Conversations.  The remit was to create and deliver a line management development programme that would be aligned to the company values, bespoke to Keter and develop great line managers.  Keter’s line managers span from warehouse shift leaders to the MD and from early 20’s to seasoned managers nearing retirement.  The development programme had to inspire and engage all of them as well as close the functional gap.

Given that the programme would be running through lockdown the format had to be innovative and agile to meet the needs of people being in multiple locations, working shifts and juggling home-schooling.

We are now approaching 2025 and Keter has run this programme twice more in the UK and have just rolled out across Europe. We have also developed a programme for non-managers that runs in tandem.

APPROACH

Brave Conversations partnered with the Keter HRD to create a unique, engaging and experiential 12-month, bite-sized, online programme, rooted in true blended learning, with the Keter values running as threads throughout.  Every line manager in the business from MD to shift leader fully participated in the programme.  The Brave Conversations delivery team and the Keter Leaders role modelled the organisations culture and values in each and every interaction and touch point throughout the year.  Creating a ‘one team’ experience, both in programme delivery, and between the line manager population was a big objective for this programme, along with creating an environment where people take ‘accountability’ for their own learning.

The programme focus was on time spent is ‘on the job’ putting the learning into practice v sitting in the classroom.

The programme built on knowledge gained as it developed so that line managers were constantly using and embedding their new tools and behaviours.

OUTCOME EVALUATION

Evidence and examples below are from on-going feedback and final survey.

Stakeholder Impact

“Engagement is off the chart.  The smaller breakout groups work amazingly with total trust and open disclosure of peoples learning journey.  I can see the team evolving and progressing each day.  The training format, content and engagement has exceeded my expectations.  We’ve seen not only development of our line manager population so far but a huge step forward in living our values.  GLM has created a huge cultural shift.” 

Eddie Johnson, MD

Quantitative

The consistent message on course format was that people wanted longer in the breakout rooms for discussion.

Impact of Programme Format

“Best course I have ever been on! Bold statement to make but the format where time is taken between each module to reflect, and put into practice, piece by piece, is so much more effective and easier to digest than a full-on week or 2-week course.”

Sales Manager

Impact on Line Management

100% of participants now have a line management development objective, personal to them and written in their own words, in their PDP’s.

“I’ve learnt that being a great line manager is not about telling. It's about two-way communication, lots of listening and being inquisitive.  It's demonstrating intimacy in a professional way that can forge deeper trusting relationships. It's then empowering people to find solutions and make decisions.  Allowing them to grow.”

Sales Manager

Personal Impact

There have been some very personal learning journeys running as threads through this programme so far.  Two examples below. 

“The trust built through this programme has allowed me to vulnerable and open with the line manager community.  I’ve been able to disclose health issues I’ve never mentioned before.   As a result, I feel more supported and valued than ever.”

Line Manager

“Discovering that I do, in fact have the relevant qualities to perform my job role - something I feared that I didn't have!”

Team Leader

Cultural Impact

Almost every manager cited the development of ‘one team’ they’ve experienced as a result of this programme.  The delivery team and leadership team have also seen a real shift in the participants ‘accountability’ and ‘agility’.

“I’m most enjoying the openness and honesty of all those taking part. The Breakout rooms especially feel a safe environment. You don't always have the opportunity to understand the person behind the work colleague.  This has allowed some insight into my peers and is helping to build stronger connections in our ‘one team’.”

Sales Manager

FINAL COMMENTS 

Both Keter and Brave Conversations are in agreement that our experience of the programme impact functionally, culturally and for engagement, has been achieved due to the innovative format, the quality of content and the role model participation of the Keter leadership team.  It has opened doors of possibility for how we run developmental programs in the future.

We are very proud of what the line management team at Keter have achieved and the commitment they have shown to the organization, their teams and themselves in dedicating 100% to this learning opportunity.  We are proud that our programme that has been the catalyst not just for line manager development but for a cultural shift.

“It's a fun and interactive learning journey, with great content and great coaches.  The role model participation from the MD and the leadership team is very engaging.  I'm enjoying the opportunity to learn and grow for my own personal development, and putting the learning's into practice to become a better person and manager.  All of which has a positive impact for the Keter business.”

Marketing Manager

“I really love working with the Brave Conversations team. You are prepared, fun, agile, relevant and feel like part of our business. We have made so much progress on our leadership development journey at Keter through our partnership with you. Long may it continue.”

Jenny Rees, HR Director

We were selected by The 2021 Business Culture Awards as finalists in the Learning category.