Glencore

Glencore embarked on a large-scale IT transformation project with the goal of enhancing performance, innovation, and stakeholder engagement across global operations. The project team, composed of Subject Matter Experts (SMEs), faced the dual challenge of managing their existing roles while driving this significant transformation. The team struggled with maintaining productivity, innovation, and energy amidst a backlog of work and obstacles during the transition. Additionally, they needed to engage key stakeholders in meaningful ways that aligned with the project’s overall vision.

“Our SMEs were highly skilled, but they needed new thinking and mindsets to overcome constraints from past projects and adapt to the new transformation ahead.”

To address these challenges, we partnered with Glencore to implement two consecutive 90-day neuroscience-based programs focused on peak mental performance and stakeholder management. The programs were designed to create new neural pathways through neuroplasticity, enabling the team to improve decision-making, creativity, and resilience while adapting to the transformation.

The programs consisted of:

• Workshops on Neuroscience of Peak Mental Performance: Two workshops focusing on decision-making, problem-solving, and creating new habits for sustained innovation.
• Adaptation through Neuroplasticity: Workshops and coaching to teach the team how to adapt to change, manage stress, and lead effectively.
• Individual Brain-Based Coaching: One-on-one coaching sessions to embed learnings, set personal goals, and track progress over 90 days.
• Stakeholder Engagement Workshops: Focused on influencing and connecting with key stakeholders using brain-friendly communication strategies.

Presentation Skills Workshops: Designed to help the team communicate more effectively with executives and stakeholders, using storytelling and stress management techniques.

The Neuroscience of Peak Mental Performance Program aimed to help the team think creatively, adapt to change, and overcome obstacles through neuroplasticity. We addressed key issues such as workload balance, innovation under pressure, and emotional regulation.

The second 90-day program focused on Stakeholder Management, helping the team engage stakeholders and present IT transformation plans in compelling ways. Key solutions included:

• Emotional Regulation Techniques: The team learned how to recognize stress triggers and shift from a “threat” to a “reward” state, enabling them to perform at their peak for extended periods.
• Stakeholder Engagement and Influence: Workshops focused on using the brain’s social motivators to build trust, inspire collaboration, and engage stakeholders effectively.
• Presentation Confidence: Through targeted coaching, the team gained the confidence to present IT transformation updates clearly and calmly, overcoming nerves and impostor syndrome.

By the end of the two 90-day programs, the Glencore team had transformed their approach to both personal performance and stakeholder engagement. Team members developed high-performance habits, improved their creativity and problem-solving skills, and significantly enhanced their ability to connect with key stakeholders.

“The transformation in mindset and skillset has been incredible. The impact has lasted well beyond the program itself, helping our team adopt sustainable innovation and improved stakeholder engagement.”
— Larissa Dunn, Change Lead, Glencore

Notably, the team implemented new strategies in global operations based on the success and learnings from the Australian project, ensuring that innovation continued across multiple regions. The team’s ability to handle change, manage workloads, and stay creative under pressure greatly improved.