Due to the energy transition, the NAM’s assets are being decommissioned. Shell and the NAM have asked us to manage this process safely and sustainable.
The Challenge: A Toxic Work Environment
When Sieward Veenman, General Manager for Wells at the NAM, began his role, he immediately noticed the organization was struggling with a negative work culture. “The atmosphere was toxic. People were unhappy and angry,” Veenman explains. Restoring employee morale and improving the work environment became a crucial priority in ensuring the NAM’s future success during this challenging period.
The Approach: Integrating Hard and Human Skills
What set Bolster apart in this project was our holistic approach. We combined a focus on hard skills—business improvement and operational delivery—with equal attention to human skills, such as mindset, behavior, and creating a positive, collaborative culture.
Our aim was clear: to help the NAM evolve from a negative, toxic work environment to a place where employees felt engaged, safe, and motivated. We wanted to create an environment where people could take pride in their work while fostering personal growth.
A Three-Step Approach
To achieve this transformation, we implemented a three-part strategy:
- Defining Strategy and Ambition with the Leadership Team:
We collaborated with the NAM’s leadership team to clearly define their goals. What kind of company did they want to build during this pivotal period? What urgent changes were required to achieve this vision? - Organization-Wide Engagement:
We worked closely with teams across the entire organization, from senior leadership to employees on the ground. We listened carefully to identify the biggest pain points and helped empower employees to make changes. Additionally, we identified what support they needed from leadership to ensure success. - Focus on Business and Employee Improvements:
Our cultural performance program emphasized improving both business metrics and the overall employee experience. This dual focus made a significant impact across the organization, laying the groundwork for sustainable long-term success.
Results: Significant and Measurable Improvements
The impact of Bolster’s cultural transformation program was evident in the annual Shell employee survey results. The NAM experienced significant improvements in three key areas:
- Employee engagement
- Leadership within the organization
- Team leadership
But the results weren’t just quantitative. As Veenman notes, “We heard it from the people on the ground. Employees were going home with more energy, they were happier in their work, and they had a more positive outlook on the future.” This renewed sense of motivation was a clear indicator that our efforts were not only enhancing business performance but also transforming the day-to-day experience of employees.
Conclusion: A Balanced Approach to Sustainable Change
The collaboration with the NAM showcases how Bolster’s balanced approach—combining both hard and soft skills—can lead to profound, lasting change. At Bolster, we believe that business success and employee well-being are intrinsically linked. The results at the NAM affirm that fostering both elements creates stronger, more resilient organizations.
Whether it’s enhancing leadership, driving operational improvements, or building a positive work culture, Bolster is here to help companies unlock their full potential, even during times of significant change like the energy transition.
