Condor Freight and Distribution and Auto Service, Inc.

COMMUNICATION IS A BIG ISSUE FOR SMALLER COMPANIES TOO

Current megamergers notwithstanding, middle-market companies remain the fastest growing part of the US economy. Many of Milestones, Inc.’s clients are in this segment, and they benefit from the same communication and coaching skills that we use with large corporations like Universal Studios.

At a middle-market company, employees are more likely to be directly affected by changes in management style. There are fewer layers of management and more contact with the company’s leaders. An inappropriate management style can easily disrupt an organization, so effective communication is critical.

FROM BEHIND THE WHEEL TO BEHIND THE DESK
Condor Freight, a trucking company, asked Milestones, Inc. to help it make the transition to a new leader. “The new president’s management style is more direct than his predecessor’s,” said Daniela Casta, manager of human resources. “so it was a good time to address communication issues at the company.” Condor also wanted to teach its managers coaching skills, an important tool in today’s tight labor market. Managers trained as coaches contribute to employee retention by managing more effectively. And the managers and frontline employees feel more allegiance to a company that invests in developing heir skills.

Madelon Miles began by interviewing Condor’s president and top managers to get a cross-section of the issues facing the company. Then the executives completed two questionnaires, assessment tools developed by industry leader Target Training Institute (TTI) to analyze behavioral styles and values. The results of the analysis were discussed at a one-day seminar.

Condor’s managers, many of whom were promoted from the ranks of truck drivers, are now using coaching and communication techniques with all their employees. “We tend to think that people in the freight business are not sensitive,” notes Casts, “but they are. This training has helped us deal with each other as human beings.”

COACHING DRIVES EXPANSION
Development of new managers from within is a top priority for Distribution and Auto Service, Inc. (DAS). The company, which prepares imported and domestic vehicles for auto dealerships, has 1,100 employees in twelve facilities in the United States and Canada and is growing rapidly. Viki Paul, director of human resources, realized that an effective training program required the company’s executives to learn coaching skills. “A typical DAS executive has come out of the auto industry,” said Paul. “They’re used to a direct approach that often doesn’t work with employees outside that culture.”

Madelon Miles met with DAS executives during one of their quarterly meetings and administered TTI questionnaires. Due to time constraints a group review could not be held during the meeting. The solution was to conduct coaching sessions with each manager by telephone. Initially, there was concern that managers selected for coaching would feel “singled out.” They did! Everyone who received coaching felt honored that the company thought they merited individualized training. At the next quarterly meeting, Madelon led a group workshop on coaching techniques. DAS’s new performance management program “gave our managers an appreciation for the important role coaching plays in team development,” said Paul. “In addition, the training empowered them to use a more supportive style with our employees.”

You don’t have to be a giant corporation to have Fortune 500-size communication problems. Just remember that you can use the same effective techniques as the big guys to cut your problems down to size.