Compelling Front-Line Supervisors
to Engage their Team


The First Interview:

Building our Coaching Relationships

The first interviews between our Client and the PVA Team are strategically put in place to set the tone for the ongoing partnership. PVA Coaches will then nurture and develop the training alongside Supervisors and Managers going forward. PVA Coaches facilitate the change journey for Supervisors and their subsequent workflow.

Brown Paper Sessions

This is where we lay it all out. Issues that employees are currently facing are typically discussed candidly here in front of Supervisors to foster communication and tackle problems areas at their roots.

This exercise forces supervisors to see the problems from their employee’s perspective. Typically, Supervisors are then compelled to want to help and correct issues within their department. The goal here? Increasing Supervisor engagement to step out of their comfort zones and actively supervise their crews. This, of course, always alongside PVA support and coaching.


Building our Coaching Relationships

Expectations are set from the managers and upper management to help PVA drive an ideal model of supervision. PVA works hand in hand with Supervisors to develop the importance behind a Supervisor going out in the field.

This allows the supervisors to own, among other tasks, the following:

  • Process control
  • Scheduling
  • Checklists

A Compelling Transformation

  • Conversations

    Increase meaningful and productive conversations with Supervisors and their team.

  • Communications

    Clearer communication makes the crew more likely to share issues and concerns about their day to day issues and any concerns they have, especially surrounding safety.

  • Performance

    A well-functioning crew performs better. Increased competencies also allow for better support for crews through follow-up and conversations. Impact on performance includes: Safety, customer service and quality of work, which translates into increased network reliability.

“During the change process, the Supervisor always has choices. I use the analogy of buying a new vehicle: as soon as you buy a new car, you then start to see them everywhere. This fosters a successful change process that the Supervisor always owns.”

Evoking Awareness:

“What’s in it for me?”

“Change to drive organizational results is rooted in human behaviour. PVA’s beginning point is building rapport with the Supervisors. We discover barriers through awareness, desire for change and of course, the hows to achieve change. Once we have those honest conversations with the Client and determine where their individual change resistance is occurring, we can then start to give them tools specific to the areas they are struggling. Alongside the Client, always, we show them the hows and constantly support them through tailored feedback, tools and training.

"For most of our clients they have experienced other initiatives, and for them they worry it is the flavour of the month. We can confidently tell them that PVA is different: we’re in the trenches alongside them, always.”

-Stephanie, Senior Consultant



Boots on the Ground Consulting

“Trust takes time and understanding. Knowing what the Client’s challenges are and working with them on solutions are pivotal in the change process. We then walk through solutions with the Supervisors, joining them in the field, getting and giving feedback and then fostering open discussion. It is one thing to give them a tool and tell them to go use it, and another to be there alongside them and supporting them every step of the way. Our tailored process incorporates:

  • Observation and understanding
  • Identifying of challenges and working together to form solutions
  • Joining the Client in implementing recommendations
  • Providing positive and constructive feedback”

-Kenny, Installation Manager