|
Client scenarios have been
kept anonymous. In all cases, the clients are available as
references upon serious requests to seek specific insight
into how we can assist you and your organization.
Challenge:
A leader, recruited from outside the organization, was asked
to take over a product development team which had recently been
"shuffled" from R&D to Operations. Team members
had not been consulted, and they did not welcome the change
in structure or leadership. The leader's task was to reshape
the vision with group buy-in (including employees in multi-state
locations), and accelerate the development schedule
What we did:
- Coached the leader and provided analytical frameworks
and tools which allowed her to think about and plan a course
of action.
- Provided a structure, process, and facilitation for the
group to deal with their feelings in a constructive way,
and move forward into action
- Provided training for all group members, along with key
employees in newly-interdependent functions, in Communication
and Interaction Styles
- Involved group members in taking ownership for the vision,
defining their roles & responsibilities, and clarifying
their own accountabilities for the project
Results:
- Increased awareness by group members of their own tendencies
in communication and interaction with others, enabling greater
patience, influence and improved communication in the new
matrix organization
- Increased range of approaches by the leader and other
group members to manage change and influence others in a
highly fluid situation
- Retention of key managers and technical contributors
- Accelerated product development cycle
|
Back
to Menu