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Catalysing Change On The Bakerloo Line, The 7 Habits at Work Underground in London

Friday, 25 November 2011

 

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Oleh : Center For Advanced Research - FranklinCovey


Imagine trying to refurbish stations, replace old trains with new ones, build new control centers, install and maintain 400 escalators, and upgrade signals and 249 miles of track whilst four million people a day are traveling on the subways! Transport for London, an umbrella company responsible for 11 lines which make up London Underground, is attempting to do just that. The project will require a huge financial investment and take some 15 years, but when it is finished, the world's first underground system (opened in 1863) will be transformed into a modern, safe, and efficient mode of moving people around London.

So, how does one accomplish such a mammoth task without disrupting and annoying commuters and causing confusion and frustration amongst the 13,000 plus employees? For Transport for London, the answer was to build leadership capacity and establish some core values and behaviors to be practiced by all employees.

Based on feedback from a 360° profile report, Lance Ramsay -Bakerloo Line General Manager- knew he needed something to boost his team into action. He needed a catalyst or vehicle that would empower the 800 plus employees of his line to actually implement the core behaviors they had learned in the Valuing Time program. For that, he turned to The 7 Habits of Highly Effective People.

After about one year implementation, one of the most immediate impacts of the 7 Habits was the creation of better functioning teams, teams in which people cared for the whole person and used a common language derived from 7 Principles of Effectiveness in exploring challenges together and reaching agreement on the way forward.

Read completely at http://www.franklincoveyresearch.com/catalog/Transport_for_London.pdf