Absenteeism decreased

TB started treating absenteeism as a leadership signal and addressed team dynamics earlier.

A more open, trust-based culture

Leaders became more aware of their impact and communication improved across teams.

More proactive leadership in daily operations

Less ad hoc firefighting, more reflection, prevention, and follow-through.

Better customer outcomes

Higher efficiency, higher quality, and stronger customer satisfaction as leaders brought out the best in their people.

TB operates in a disruptive sector, with new vehicles, changing regulations, and rising expectations from customers. At the same time, TB is building a more data-driven organization, including predictive maintenance to prevent downtime.

The technical side is strong. The leadership challenge was different: define what leadership means at TB and help leaders focus less on the technical work and more on people and customers. Without losing the close-knit culture and technical excellence TB is known for.

Create a shared foundation in personal leadership

We started with The 7 Habits of Highly Effective People® to build self-awareness and a common language for effectiveness. Leaders gained a clearer view of how their behavior lands and how that shapes team dynamics.

Define the role of a TB leader

One question quickly surfaced: what do we actually expect from a manager here? Together, TB and FranklinCovey translated leadership into clear expectations and practical tools, so managers could lead change, develop people, and strengthen relationships consistently across locations.

Make it actionable at team level, at scale

TB rolled out The 6 Critical Practices for Leading a Team™ as the shared way of leading, supported by the All Access Pass® for reinforcement and continuity. Leaders practiced together across locations (and business lines), creating space to share what works in the real world, not just in the classroom.

Build change capability, not just skills

TB added deeper focus on leading through change, turning uncertainty into opportunities, and keeping the leadership language alive as the organization expanded into Germany and Poland.

Absenteeism became a leadership signal, not a handover to “medical”

When tension between leaders and team members caused friction, TB started addressing the leadership and relationship side earlier. That shift helped reduce absenteeism and improve collaboration.

A clearer leadership standard across locations

Leaders gained one shared language to talk about influence, proactivity, and bringing out potential, making leadership expectations easier to coach and reinforce.

More openness and trust in development conversations

With development captured more consistently, teams experienced more transparency and a healthier feedback rhythm.

A culture that stands out to customers and partners

TB even received external recognition that their people show up “fresh, open, and proactive,” reinforcing that the culture change is visible beyond HR metrics.