How Paragon turned communication problems into a well-oiled machine thanks to the right guidance

The challenge 

Despite positive employee satisfaction results, Paragon scored below benchmark in areas such as communication, information sharing, and employees feeling heard.

Key challenges included:

• Staff felt unheard.

• Communication between teams and management was not optimal.

• Gossip at the coffee machine replaced open communication.

• The role of the supervisors is not highlighted

• Week-start meetings with the entire team did not yield the right results.

Gossip at the coffee machine

Paragon conducts an employee satisfaction survey every two years, with mostly positive results compared to comparable manufacturing companies. However, scores significantly below the benchmark were found in a few areas: communication, information, and being heard.

Patrick immediately recognised the problem.

We talk to each other here, not about each other—that's basically my motto. Unfortunately, in practice, that's usually not what happened. There was a lot of gossip going on at the coffee machine, but it only reached Stefan (the production manager) or me when it escalated. And I want to prevent things from escalating.

A few years earlier, the week-start meeting was created to share and gather information.

"We were convinced that the week-start was a platform where people could both receive and gather information. The response was lukewarm. There was very little feedback from the group." Patrick knew that things were definitely going on. "But they weren't reaching us through the right channels."

In addition, three supervisors had been appointed to provide better direction to the three teams, in the hope that this would turn the tide.

The solution 

When Patrick was tasked with tackling the communication challenges, he wasn't immediately enthusiastic.

But he did recognise that there was a need within the team.

When an external training programme proved too costly, HR suggested exploring GoodHabitz. Initially, Patrick was sceptical:

HR came up with GoodHabitz as a proposal; I thought it was just an online training library. I didn’t know it could be tailored to our situation.

That changed after the first meeting with Customer Success Coach Ineke Abma. Rather than offering a standard training, Ineke asked questions, listened carefully, and designed a programme that fit Paragon’s unique needs.

The bottom line? The first conversation with coach Ineke changed everything.

Something magical happened. Ineke’s questions, her way of listening and building the programme — it wasn’t just a training, it was a real partnership. Her enthusiasm was contagious. She was the driving force behind my enthusiasm for this program. She's more than a coach – a true sparring partner. Ineke's strength lies not only in developing programs but also in her ability to truly understand organisations and think along with them.

The programme at a glance

Here's a brief summary of the programme:

• Supervisors Learning Path Part 1 - Leadership Skills

• Live session supervisors - express expectations

• Supervisors' Learning Path Part 2 - Conducting Difficult Conversations

• Team Role Test Teamwork for the entire team

• TeamUp Teamwork session with supervisors in a leading role

The programme started with supervisors, who followed a learning path on leadership skills. The session created a safe space to discuss challenges openly and set clear expectations for each other. From there, the approach was broadened:

• More insight: Team role assessment gave insights into how individuals contributed to the team dynamic.

• Team connection: A TeamUp Teamwork session brought the entire team together, with supervisors in a guiding role.

• Practical focus: employees were encouraged to apply what they learned immediately on the job, making the sessions low-threshold and relevant.

Patrick said:

"Even in that first session, it became clear which skills the supervisors wanted to develop. We shared expectations, and you could just feel the energy building."

The second learning path focused on having difficult conversations.

This was then followed by the Teamwork Team Role Test for the entire team, followed by a TeamUp Teamwork session.

Patrick said:

"We wanted the supervisors to take on their roles, so during that session with the entire team, they also had a guiding role."

Patrick immediately noticed how naturally it all went:

"It was accessible. And it was great to see: people had done their homework."

For Patrick, the real value was not just in the content but in the way the programme was delivered, flexible, people-centred and seamlessly integrated into the daily rhythm of the production environment.

The breakthrough

The real turning point came when the team itself concluded that the large weekly meetings weren’t effective.

Patrick shared:

"We came to the conclusion that the week start was actually too big a platform for 25 people. All kinds of things were discussed that were not relevant for the individual employee."

They proposed replacing them with smaller, department-level stand-ups. Supervisors began sharing only relevant information and holding weekly alignment meetings.

The result: clearer, more relevant communication and more openness across teams. As Patrick reflects:

"Instead of us telling them what to do, the solution came from the team itself. That’s when change really sticks."

The change was enormous.

Departmental stand-ups replaced the large weekly start. Supervisors shared relevant information—schedule, workload, challenges. "People became more open. And when Stefan and I ask about their experiences with the sessions, people are positive. It works!"

Results and impact

1 - Improved employee satisfaction

Two years later, when a new employee satisfaction survey was conducted, all aspects of communication had significantly improved.

Addressing behaviour increased by 1.9 points - well above market average.

"It's absolutely fantastic. We're now scoring well above the benchmark," Patrick says proudly.

2 - Improved operational efficiency

Operational improvements were also visible in practice. Supervisors could step away without disruption, and even during peak workloads, the team managed seamlessly.

The graphics department, which used to require constant attention, is now running smoothly and autonomously.

Even if a supervisor is vacation for a week, everything just keeps going. Years before, we had to push products forward or hold them back until the supervisor returned.

Paragon also had an exceptionally busy year last year.

2-3x volume is now achieved without any problems.

3 - Positive organisation-wide ripple effect

Other Paragon locations have since adopted the same approach, making ’s-Hertogenbosch a model case within the organisation.

Conclusion

By combining GoodHabitz with hands-on coaching, Paragon transformed gossip and poor communication into openness, efficiency and stronger leadership. The secret to success? A listening GoodHabitz coach, engaged management and solutions that grow organically from the team itself.

As Patrick concludes:

You need to be involved as management. We joined every session, we prepared everything together. That commitment makes all the difference.

Patrick added:

"I think people are very important. People are allowed to make mistakes—I don't call them mistakes, but learning opportunities. Efficiency comes from working smarter, not from pressure."

But most importantly, "instead of us telling them, it came from the team itself with suggestions and solutions.”

His approach has become a model for the organisation. "Based on the sessions we conducted and their impact, other initiatives have been launched."

Here's a recap of the key conditions for success:

• An external coach who listens and thinks along

• A combination of online tools and personal guidance

• Taking a people-centric approach

• Allowing for organic change: let solutions come from the team instead of imposing them

• Full commitment from management