Obstacles to overcome:
A new leader combined several operating units. Pressure to cut overhead to meet new goals. Low morale.
Mission
Worldwide humanitarian aid organization
Length of Engagement
November 2010-May 2011
Team Profile
Supply Chain Management Team > Vice President + Senior Team of 7
Location
Atlanta, Georgia
Methodology
The team scored itself at the beginning and end using the online Team Diagnostic assessment. Team was coached as a group every few weeks following a customized change agenda. Additionally, the coach held ‘spot coaching’ sessions with key influencers on the team.
A variety of exercises addressed conflict resolution and role clarity. Team uncovered ‘team toxins’ – defensiveness, stonewalling, blaming – and agreed upon ways to address them. Published Team Agreements on new ways to make decisions together. Reduced the need to involve the senior leader in every decision, as team members improved communication and increased collaboration.
TEAM ISSUES BEFORE COACHING
• Low employee satisfaction
• Issues about holding confidentiality and reliability within the team
TEAM GOALS
• Collaborate with each other to better serve the Country Offices around the world
• Develop trust among a group that hadn’t worked together
DRAMATIC IMPROVEMENTS MEASURED IN PRE AND POST-ENGAGEMENT SURVEYS
PRODUCTIVITY
- 28% Alignment
- 25% Decision Making
- 22% Goals & Strategies
- 22% Proactive
- 19% Accountability
- 19% Resources
- 15% Team Leadership
POSITIVITY
- 26% Constructive Interaction
- 22% Trust
- 21% Communication
- 16% Respect
- 16% Optimism
- 16% Camaraderie
- 8% Values Diversity
Results
Midway through the engagement, the team decided to re-visit the Strategic Plan. A 2-Day Plan Review facilitated by the coach resulted in revised goals that were more visionary AND more specific about how this new team will get the job done together. Staff began to make clearer requests of each other. Tension-filled conversations declined.
MACRO VIEW: Before & After Results
