Gambro Dasco is a planning and production firm specializing in medical dialysis devices.  To create the right conditions for continued growth, the company implemented a program to strengthen team leaders’ Emotional Intelligence.

To initiate the project, Gambro Dasco’s Human Resources Manager, Sara Boldrini needed to secure funding for the effort, so the HR department became the nucleus to internally direct and promote the project. With their depth of understanding of the project’s financial and development needs, the Adecco Management School became a partner. Finally Six Seconds, the premier Emotional Intelligence network and training source, was asked to participate in all phases of the project.


The project’s planning and design resulted from the synergistic expertise of these three organizations.  Two parallel tracks emerged from a needs analysis; first was the necessity to work with individual managers to increase management skills and second was to create a team within the manager’s section.

A six-month development plan was designed to achieve these two goals, including:

  1. four days of weekly class work;
  2. three individual meetings specifically geared towards coaching and EQ skills assessment;
  3. one outdoor training day; and
  4. one day for follow up.

Classroom content was geared towards leadership, people skills and change adaptation.

Coaching focused on individual development. To address individual development, coaches and trainees (team leaders) designed a plan to address the trainee’s skills and vulnerabilities. In order to gain some measurement of progress these coaching sessions were developed as a complement to the classroom content.

The objective for the outdoor training was to create a team from a heterogeneous work force – and while not everyone knew one-another, a key goal was the acknowledgment of some long rooted company culture, e.g. how the firm’s top leaders impacted staff dynamics. Participants were divided into three subgroups for the outdoor training.  Each participant was also assigned an individual coach to increase the effectiveness of the trainees’ EQ skills.



The results of the project were surprisingly positive; in a little over four months, many of the initial objectives were reached.  Improvements included:

  1. Assisting staff growth from executive professionals to more intentional leaders (sequential thought improved more than 19%).
  2. Increasing participants’ awareness of their skills and vulnerabilities (self awareness has increased over 6%, with 10% increase on one of Six Seconds’ eight competencies: “Enhance Emotional Literacy”).
  3. Enhancing communication and relationship skills so that new team members are enveloped with trust (the competency of “Increase Empathy” from the Six Seconds Model improved 5%).

As the Gambro Dasco Human Resources Manager, Sara Boldrini knows the difficulties encountered during the project as well as future expectations.  Ms. Boldrini states, “We are living in a phase of evolution and major change in which the proper use of emotions, the appropriate channeling of creativity and the ability to go beyond the set norm by  fusing approaches are key elements for today’s managers and for those who are first time team leaders.”

The project taught participants the very real possibility of integrating skills which offered intentional connection with people in every area of their lives.  Ms. Boldrini continues, “The enthusiasm and satisfaction that new leaders have for the skills they have learned must be nourished and cultivated; this is a challenge to all of us – ours as well as theirs to keep learning, to remain flexible and to continue to change.”



The positive experience of the Gambro Dasco staff demonstrates that an intergrated development program creates value in terms of people management.  Blending vital tools, coaching, and hands on learning fosters effective leadership.

In particular, the project succeeded by initiating a noticeable impact on the participants’ effectiveness in relationships, critical thinking management, and team motivation. Team responsiveness was increased and the internal climate is promoting an ongoing exchange of knowledge among the participants.

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