- Subject
- Case · SME · engineering
- For
- anyone facing a similar choice
- Status
- final
Growing pains. A second layer of leadership.
An installation company grew from 40 to 70 engineers. Six skilled staff became team leaders, and the owner got his weekends back.
The question on the table
The company grew from 40 to 70 engineers in four years. The owner still handled everything himself: planning, complaints, purchasing and every staff review. He worked six days a week and quality began to wobble.
What we did
- 1
Exploration
Two days shadowing in the workshop and in the van, and conversations with twelve engineers and the office.
- 2
New structure
Six teams of ten to twelve engineers, each with a team leader from their own crew.
- 3
Leadership programme
Five half days for the new team leaders, with on-the-job coaching in between.
- 4
The owner
Coaching for the owner himself: what do you let go, and how do you keep an overview without doing everything?
How the organisation changed
| From | To |
|---|---|
| One owner, seventy engineers | Six team leaders, each with their own crew |
| Planning in one man's head | Planning per team, set every Friday |
| Six working days a week | Free weekends for the owner |
A year later
On the return day we looked together at what had stuck.
- −38%
- complaints about appointments and planning
- 6
- team leaders, all still in post
- 4
- days a week the owner works now
Appendix A · Invitation
A first conversation costs you an hour. Nothing else.
We come to you, or you come to our office on Voorbeeldstraat. You outline the situation. After an hour you know whether we can help, and what that would look like.