The PGT program – how is it implemented?. Strategy. Strategic Focusing. Initiator Seminars. Review Seminars. Review Seminars. meetings 1 hour every 14 days. 1. 6. 12. 2. 3. 4. 5. 7. 8. 9. 10. 11. Months. Supported by trained coaches and internal consultants.
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meetings 1 hour
every 14 days
Supported by trained coaches and internal consultants
Support group on corporate level
Internal consultant/coach representatives from each plant
Chairman of the support group is the President of Plastal Group AB
to the Executive Management
Support group on plant level
Coaches report from all the teams
Chairman of the support group is the General Manager
Within Plastal Group AB there are 9 internal consultants
Administrating and designing the PGT program
Support to management in creating strategic reasoning and strategic challenges
Support to management in accomplishment of the OD program
Accomplishment of leader seminars and co-worker seminars
In house training and support of coaches
Training under 7-8 months
The Internal Consultant shall after the training:
Have a deep knowledge of the Operational Development work
Be professional as a coach
In a successful way be able to prepare and design seminars
Be able to establish and deepen engagement, vitality, alignment and strategic focusing over time
Have basic knowledge around different communication strategies
Seminar participation and 1 day of general “coachtraining
The coachtraining includes:
Deepened understanding of the PGT work
Basic communication strategies
The coaches are continously followed up in the support group work
and supported by the Internal consultant
Within Plastal Group AB there are appr. 75 coaches and the general guideline is that each coach shall
“coach” at least 2 teams
General view : Respect and believe in people
Attitude : Any group can achieve a successful improvement work
Target : An aligned, empowered and productive PGT work
Role : Work as a partner to the leader and the team
Where active listening is a key characteristic
Supports and is a sound board to leader and team in development
Supporting the “pilotingrole” in the leadership
Challenges the leader and the team to test it´s limitations
Being observative to system errors in the organisation
Assisting leader and team in the cross boarder work
Observe attitudeproblems and bring them up
The coach can never take over the leadership !!
1. Strategic Focusing
2. Targets and measurements
3. Action plan
What is the problem?
Who is responsible?
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The team’s measurements and targets
How does the team work?
Is there a living strategic challenge?
Does the team think it is working with the right things?
Is the team actively involved in reaching its targets?
Is there co-operation in the workflow?
Is local expertise utilized?
What qualities does the leader need to strengthen?
Is the meeting technique satisfactory?
Is the group developing?