- Etex’s CEO and Senior Management team were eager for the business to move on from a narrow focus on operational efficiency to become more people-focused to better support growth.
- The business wanted to shift their feedback culture to ensure that it became one of their communication strengths.
- The Executive Committee wanted feedback to acknowledge effort and behaviors as well as project outcomes – to be able to learn from failures as well as celebrate success.
- A meticulous Learning Needs Analysis across four geographic regions, identifying that managers didn’t have enough confidence to deliver feedback conversations.
- A high-impact workshop for delivery at Etex’s Senior Leadership Conference, introducing a new, simple feedback framework, the iDID Model, which could be used in all cultures and regions.
- A half-day highly interactive workshop, engaging participants in the issues and then allowing them to experience first-hand the benefits of a feedback culture.
- Commitment by the Senior Management Team to make feedback a regular conversation in their daily activities, becoming an inherent part of how we work at Etex.
- Adoption of the iDID Model worldwide as a simple, intercultural guiding tool for all feedback conversations.
- Successful introduction of feedback skills in an appealing, immediately applicable way.