communicator. Sessions are co-led by an external facilitator and a member of the LT.
Collin’s leaders have long recognized that the company’s success starts and ends with its customers. Strategic objectives and action plans, as well as the Collin Cs, ensure consistent delivery of a positive customer experience. One of the strategic advantages that Collin has developed is a Personal Touch for its customers. The acquisitions the industry underwent in recent years resulted in large multinational corporations that frequently act as brokers between customers and the supply chain. Consequently, customers may have no idea how or where their product is manufactured. Each Collin customer is assigned a CCA following a customer inquiry to build a personal relationship and provide a single point of contact. In addition, a member of the LT establishes a relationship with each customer based on common interests. Customers reward Collin for its Personal Touch with repeat business.
The conscious shift to continual improvement and continuous innovation (CI2) was embraced by the LT as a means to reinforce an environment for innovation and intelligent risk taking. Such an environment is conducive to achieving strategic objective #3 (Figure 2.1-5) and leadership development. This environment also enables organizational agility.
Each LT member is responsible for mentoring a minimum of one emerging leader. Annual succession planning starts with line supervision and continues upward to the chairman of the board. One result of succession planning in 2010 was a recognized need for expanding the emerging leader system to include preparing EOs for rotating team leader roles.