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case study 3 • carglass : Building and sustaining a customer-centric organisation 385
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exhibit 3 the Carglass Circle of success

Customer
satisfaction

Employee Shareholder
satisfaction satisfaction

Source: Company information.

Exhibit 3) . While the concept is simple – satisfied employees lead to satisfied internal
and external customers, which in turn leads to satisfied shareholders – executing all
this is less straightforward.

organisational climate
According to CEO Jean-Paul Teyssen, the creation of the right organisational climate is
key to the creation of a high-performance organisation. Key elements of a stimulating
organisational climate are clarity on the organisational strategy, an organisation that
mobilises individual initiative, and a strong emphasis on team commitment . In turn,
the right organisational climate is shaped by appropriate management behaviour. Jean-
Paul Teyssen comments:
At Carglass® we work on both the leadership styles of our managers and on our organi-
sational climate. Like other companies from the Belron® Group, we use the international
consulting firm Hay Group to measure leadership styles and organisational climate across
the organisation. The leadership style survey measures the extent to which leaders draw upon
six core leadership behaviors. This leadership survey compares managers’ intentions with
their team members’ perceptions. The organisational climate survey (OCS) measures the
impact that leaders have on the work climate in their teams. It measures the extent to which
they engage and motivate their team members to give extra effort. The results of the OCS
provides a gap analysis of employees’ ideal working climate and the climate they actually
experience day-to-day. Based on the extent of the gaps, Hay distinguishes between four types
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of organisational climate: high performance, energising, neutral, and demotivating. We
have significantly improved our organisational climate. Our initial measurement in 2004
showed that none of our managers were high performance leaders, more than half were
demotivating. In 2008, we had 54 percent high performance leaders and only 15 percent
demotivating leaders.
All members of the Executive Team, the Management Team and the Middle Manage-
ment Team have to go through the assessment. For Carglass®, 35 people have partici-
pated in a 360-degree feedback program. These assessments are very confrontational as
they show – black on white – where the managers’ leadership strengths and weaknesses
lie. Managers are coached to improve their leadership skills by means of the ‘Together for
Better’ program, a program that started in 2005. The results of the program have been

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