Developing Trust and Empowerment in Global FMCG company

Multinational consumer goods corporation with operations in 200 countries and 300,000 employees across the world.

Leading presence in the food and beverage businesses.

European organization required an organic transition of authority and responsibility from upper management to employees.

Teams needed to handle tension and conflict in a healthy way and to develop accountability and collaboration within their people.

Initial input collection through individual interviews with key stakeholders to understand cultural characteristics and issues to be addressed. 

Design and delivery of a series workshops and training pills with middle management teams, sponsored by top management, to: 

• Assess trust levels and identify levers to boost trust and psychological safety within teams
• Develop a share understanding of what empowerment is (and what is not).
• Define the starting point (at a personal and team level) and the role as leaders within this context.
• Deepen on barriers and limiting beliefs and leveraging on the decision-making matrix and the empowerment framework to develop trust and enhance performance.

Follow-up sessions to monitor progress, reinforce the desired mindset and behaviors, and support the development of individual and team action plans.

Development of empowerment skills and mindset in middle management across the European organization. 

Step forward in terms of perception by individuals and teams that they are in control of their work. 

Identification of specific business needs and how to address them.

Motivated teams to drive performance in the organization embracing the company’s empowerment model and philosophy.