Coaching drives performance improvement at GM Europe: Warehouse manager learns to cope with stresses and strains of rapid expansion

Abstract

Purpose

Describes how coaching helped the spare‐parts warehouse manager at General Motors Europe to perform more effectively against the background of a rapid rise in demand for GM cars in Russia and the tripling in size of the warehouse for which he is responsible.

Design/methodology/approach

Explains what gave rise to the coaching initiative, the form it took, and the results it achieved.

Findings

Details how, before the coaching, the warehouse manager had struggled to delegate and had felt the need to follow all items along the supply chain. The demands he had made on his team had created low morale and poor performance and his personal life had come under strain.

Practical implications

Reveals that the coaching has helped him to work closely with his superiors and direct reports to ensure there is a good understanding of what is required and by when. He is more aware of people's reactions and needs, how to delegate, how to get better performance from himself and his team and how to manage his time better.

Social implications

Explains that the manager's personal life, which had also come under strain, improved after the coaching initiative.

Originality/value

Reveals how adopting a coaching culture can boost profitability.

Citation

(2011), "Coaching drives performance improvement at GM Europe: Warehouse manager learns to cope with stresses and strains of rapid expansion", Human Resource Management International Digest, Vol. 19 No. 1, pp. 10-11. https://doi.org/10.1108/09670731111101525