After announcing a possible takeover, Rexam – then the world’s second largest can manufacturer – needed to motivate and retain its people to deliver critical performance targets during an 18-month period of significant pre-deal uncertainty.
Over an 11-week period, we developed with Rexam an integrated solution that touched all staff, comprising highly experiential leadership workshops and an online toolkit providing practical tools and techniques, focused on:
Exploring and constructively addressing reactions to the uncertainty
Building personal resilience and helping others to do the same
Motivating and inspiring self and others.
As a result, leaders could have different conversations and engage in new behaviours during this highly ambiguous period, while deepening the commitment and connections with their people. Employees had ‘always available support in handling their feelings and reactions, and as a result the business was able to maintain greater focus on performance.