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The following leadership development case study was done in the South African branch of an international logistics company that is part of a worldwide corporate network that specializes in global logistics, freight forwarding, clearing and supply chain management operating in 37 countries with facilities in America, Africa, Asia, Europe, Australia and the Indian subcontinent. 

The organization is an international logistics company who is developing the leadership of the company according to the transformation goals and guidelines of South Africa. Neuro-Link in alliance with the Empowerment Academy are the leadership development consultants empowering company to achieve their transformation goals.

Regardless of working towards achieving the transformation goals and the subsequent succession planning that had to take place, concerns were raised by the HR executive of a declining learning culture, an increase in workplace conflict and unsatisfactory service levels that required immediate attention.

As  consultants specializing in the neuroscience of workplace learning, Neuro-Link was contracted by the Empowerment Academy to develop a leadership/succession planing process called the Impact Program. This program also took additional personal development needs into consideration and address it.

  • As Neuro-Link believes you can’t improve what you can’t measure, the pre-course phase of the Impact Leadership Development Program was for participants to complete their LRP™ Advanced+  brain profile assessment that measures their neuro-design and the drivers that optimize brain performance.
  • Subsequently, executives completed our 12 Emotional Intelligence Competencies Profile™ to measure 6 intrapersonal and 6 interpersonal competencies to determine their level of 12 emotional intelligence competencies of primary importance.
  • The course phase started when executives were empowered with emotional intelligence skills by doing 9 brain-based, emotional intelligence modules that consist of 6 intrapersonal competencies and 6 interpersonal competencies over a period of 9 months – 1 module per month.
  • In the third phase, participants received 12 executive coaching sessions, one per month, for a period of one year, to ensure on the job application of the emotional intelligence and leadership skills.
  • All executives were then trained as coaches to impart their knowledge and skills to the emerging leaders. By the time they were finished with treir coaching and coaching training, executives were ready to start coaching their protoge’s.
  • While the executive team was receiving their executive coaching,the next level of upcoming executives (senior managers) started with the same development process as their executives.
  • This process is annually repeated.
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After above measures were taken, the following results were achieved:

  • Specific business units implicated for low service delivery and not making a profit showed a business turnaround by significantly improving their service delivery and started making a profit again.
  • Behavior changes in mindsets of executive team members changed to a general, optimistic mindset that also cascaded into a more positive impact on company culture
  • Executives also reported increased social cohesion and better conflict resolution between colleagues.
  • Bonuses based on performance and productivity at the end of the year was paid as Savino experienced very good profits, which in part, reflected better leadership skills and change in company culture.
  • Participants rated the High Impact Leadership Development Program that was done by the Kirkmax evaluation program. Kirkmax evaluates course administration, impact  and relevance of the learning intervention, job application and instructor competence.  An 80% result would indicate to the company that the intervention positively impacted behavior and performance. A result of 84% was achieved, which means that this leadership experience produced a commendable performance in the workplace and that this learning experience has produced a satisfactory return on investment for Savino del Bene!
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  • Having a holistic and neuroscience approach to developing emotionally intelligent leaders, taking participants on an emotional intelligence journey over 2 years, have a significant impact on creating a culture of learning that impacts bottom line and promotes organizational and personal growth;
  • Using an emotional intelligence approach, including doing neuro-coaching  after  9 EI modules to develop leaders, helped high potentials have a smoother transition into their leadership roles, causing a reduction in training costs;
  • High EI grows high performance individuals who develop high performance teams;
  • Emotionally intelligent leaders increase turnover and productivity;
  • Neuro-Link’s emotional intelligence development framework provides a road map for leadership success, creating better performing leaders.