Bryken Precision Engineering specialises in manufacturing and supplying high-quality precision turned parts and machined components. Established in 1982 with just two employees, they now have a workforce of over one hundred. In 2015 this company gained recognition as one of the top 1000 ‘Companies to Inspire Britain’, compiled for the London Stock Exchange.
The training was aimed at middle managers who run departments of between 10 to 20 people.
The client’s customer service level has always been exceptionally high. However, this has been delivered by highly reactive managers focusing on today’s problems rather than planning successfully for tomorrow. Whilst the delegates were regarded as highly talented manufacturing experts they lacked the ability to prioritise and plan their time.
There was a distinct leadership deficit in leadership skills at this level which resulted in little talent development or succession planning. This was due in part to the delegates dropping down a level and carrying out tasks that their team should be doing. This had the knock-on effect of the delegates not being able to do critical and strategic parts of their own roles.
It was also found that managers were too often working independently of each other rather than working as a united and cohesive ‘Senior Leadership Team’. Best practice was not always shared and problems were not being discussed. The result was very often day-to-day decisions and questions being ignored or deferred up to their managers.