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Harvard Case - Comair South Africa: Team Coaching Taking Off

"Comair South Africa: Team Coaching Taking Off" Harvard business case study is written by Amy Moore, Verity Hawarden, Caren Scheepers. It deals with the challenges in the field of Organizational Behavior. The case study is 11 page(s) long and it was first published on : Feb 12, 2020

At Fern Fort University, we recommend that Comair South Africa implement a comprehensive team coaching program designed to address the identified challenges within the organization. This program will focus on enhancing team dynamics, improving communication, fostering collaboration, and building leadership skills across all levels.

2. Background

Comair South Africa, a leading airline in the region, faced significant challenges in the early 2000s. The company experienced a decline in profitability, a lack of effective communication, and a culture of silos between departments. This led to a breakdown in teamwork, hindering the company's ability to respond effectively to the competitive airline industry.

The main protagonists in this case are:

  • Mike King: The newly appointed CEO of Comair, tasked with turning the company around.
  • The Comair Leadership Team: A group of executives responsible for various departments, facing challenges in collaborating and achieving shared goals.
  • The Comair Employees: Facing a challenging work environment characterized by poor communication and a lack of trust.

3. Analysis of the Case Study

This case study highlights several key issues within Comair:

Organizational Culture: The company's culture was characterized by silos, poor communication, and a lack of trust, hindering collaboration and innovation. This culture was a direct result of the company's historical focus on individual performance, rather than team performance.

Leadership Styles: The leadership team lacked the necessary skills to effectively manage cross-functional teams and foster a collaborative environment. This resulted in a lack of clear direction and a disconnect between the leadership team and employees.

Team Dynamics: The lack of effective communication and trust between teams led to a breakdown in team dynamics. This resulted in poor decision-making, inefficiencies, and a decline in employee morale.

Change Management: The company's resistance to change, coupled with the lack of a clear change management strategy, further exacerbated the existing problems.

Human Resource Management: The company's human resource practices were outdated, failing to adequately address the need for talent development, employee engagement, and diversity and inclusion.

Using the Organizational Behavior Framework:

The case study can be analyzed using the Organizational Behavior framework, focusing on the following key elements:

  • Leadership: The leadership team's lack of effective leadership skills and their inability to foster a collaborative environment contributed significantly to the company's challenges.
  • Team Dynamics: The breakdown in team dynamics, characterized by poor communication, lack of trust, and a lack of shared goals, hindered the company's performance.
  • Organizational Culture: The company's culture of silos, poor communication, and lack of trust created a negative work environment and impeded the company's ability to adapt to change.
  • Change Management: The company's resistance to change and lack of a clear change management strategy further exacerbated the existing problems.

4. Recommendations

To address the challenges faced by Comair, we recommend the following:

1. Implement a Comprehensive Team Coaching Program:

  • Objective: Enhance team dynamics, improve communication, foster collaboration, and build leadership skills across all levels.
  • Scope: The program should target all levels of the organization, including the leadership team, middle management, and frontline employees.
  • Content: The program should focus on developing key skills such as:
    • Communication: Active listening, clear and concise communication, conflict resolution, and feedback mechanisms.
    • Collaboration: Teamwork, shared goals, cross-functional collaboration, and decision-making processes.
    • Leadership: Leading change, motivating teams, building trust, and delegating effectively.
  • Delivery: The program should be delivered through a combination of workshops, coaching sessions, and online learning platforms.

2. Foster a Culture of Collaboration and Innovation:

  • Objective: Shift the company's culture from a siloed environment to one that values collaboration, communication, and innovation.
  • Strategies:
    • Cross-functional teams: Encourage the formation of cross-functional teams to work on projects and initiatives.
    • Open communication: Create open communication channels and encourage feedback at all levels.
    • Reward collaboration: Recognize and reward teams that demonstrate effective collaboration and innovation.
    • Leadership buy-in: Ensure that the leadership team actively promotes and models the desired culture of collaboration.

3. Develop Leadership Skills:

  • Objective: Equip the leadership team with the necessary skills to effectively manage teams, foster a collaborative environment, and lead change.
  • Strategies:
    • Leadership development programs: Provide leadership development programs tailored to the specific needs of the leadership team.
    • Mentorship and coaching: Pair leaders with experienced mentors or coaches to provide guidance and support.
    • 360-degree feedback: Utilize 360-degree feedback to provide leaders with constructive feedback on their leadership style and effectiveness.

4. Implement a Change Management Strategy:

  • Objective: Create a clear and comprehensive change management strategy to effectively manage the transition to a new culture and operating model.
  • Strategies:
    • Communicate effectively: Clearly communicate the need for change, the benefits of the new approach, and the steps involved in the transition.
    • Involve employees: Engage employees in the change process by seeking their input and feedback.
    • Provide support: Offer training and resources to help employees adapt to the new environment.
    • Celebrate successes: Acknowledge and celebrate milestones achieved during the change process.

5. Enhance Human Resource Practices:

  • Objective: Update human resource practices to support the new culture and operating model.
  • Strategies:
    • Talent management: Implement a robust talent management system to attract, develop, and retain top talent.
    • Employee engagement: Create programs and initiatives to enhance employee engagement and motivation.
    • Diversity and inclusion: Promote diversity and inclusion within the organization to foster a more inclusive and innovative work environment.

5. Basis of Recommendations

These recommendations are based on the following:

  • Core competencies and consistency with mission: The recommendations align with Comair's mission to provide safe and reliable air travel while fostering a positive work environment.
  • External customers and internal clients: The recommendations aim to improve customer service by enhancing communication and collaboration, leading to a more efficient and responsive organization.
  • Competitors: The recommendations are designed to help Comair compete effectively in the highly competitive airline industry by fostering innovation, enhancing operational efficiency, and improving employee engagement.
  • Attractiveness: The recommendations are expected to have a positive impact on Comair's financial performance by improving operational efficiency, reducing costs, and enhancing customer satisfaction.

Assumptions:

  • The leadership team is committed to implementing the recommended changes.
  • Employees are receptive to the new culture and operating model.
  • The company has the resources necessary to implement the recommendations.

6. Conclusion

By implementing these recommendations, Comair can transform its organizational culture, enhance team dynamics, and build a more collaborative and innovative work environment. This will enable the company to overcome its challenges, improve its financial performance, and achieve sustainable growth.

7. Discussion

Alternative Options:

  • Outsourcing team coaching: This option could be considered if Comair lacks the internal resources to implement a comprehensive team coaching program. However, this could be more expensive and may not provide the same level of integration with the company's culture.
  • Leadership training only: Focusing solely on leadership training may not address the broader cultural and organizational challenges faced by Comair.

Risks and Key Assumptions:

  • Resistance to change: Employees may resist the new culture and operating model, leading to delays and challenges in implementation.
  • Lack of leadership buy-in: If the leadership team is not fully committed to the changes, the program may fail to achieve its objectives.
  • Insufficient resources: The company may not have the financial or human resources to implement the recommendations effectively.

8. Next Steps

  • Develop a detailed implementation plan: This plan should outline the specific steps involved in implementing the recommendations, including timelines, resource allocation, and key milestones.
  • Secure leadership buy-in: Ensure that the leadership team is fully committed to the changes and actively participates in the implementation process.
  • Communicate effectively: Clearly communicate the need for change, the benefits of the new approach, and the steps involved in the transition to all employees.
  • Monitor progress and make adjustments: Regularly monitor the progress of the implementation and make adjustments as needed to ensure success.

By taking these steps, Comair can create a more collaborative and innovative workplace, leading to improved performance and sustainable growth.

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Case Description

In May 2019, the head of Organizational Development and Talent for Comair Limited (Comair), was contemplating the dilemma of stimulating higher buy-in for team coaching-a program in formal leadership development emphasizing collaboration and shared responsibility. The long-standing chief executive officer (CEO) had just resigned. He had focused over the last few years on enabling a leadership style of collaboration where departmental silos would be removed and management structures would evolve to reflect a new way of working along functional rather than departmental lines. The head wondered how she could promote team coaching to a new CEO, and specifically, how she could help stimulate more interest and buy-in for team coaching. What could be done to help the teams that had undergone team coaching to sustain the newly learned behaviours, especially when the pressure was high?

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