We determined that classroom learning was not effective for participants who were used to being on their feet outdoors most of the day. Prior to 2010 Teck had engaged with several different consultants for supervisor training and development, that resulted in minimal net change in skills, beliefs and culture.
We recognized that our current supervisor training was not working, and that we needed to shift two things, 1) our approach to the development of our leaders, and 2) our leadership culture overall. Teck was also experiencing a parallel demographic shift in our hourly workforce which expected a more respectful and collaborative style from their leaders. In 2010 Teck recognized that a high percentage of our current front-line supervisors were due to retire over the next five years, and that their successors would not have time to adequately prepare them to be effective supervisors. What was the original reason that you were looking for support with leadership development at Teck?
