Case Study: The Task Force for Global Health

By August 4, 2017 November 1st, 2017 Case Studies

Obstacles to overcome:
Frantic work pace with an overwhelming workload. Conflicting direction from the Director and Associate Director.

Mission
Reduce preventable diseases and move toward global health equity
Length of Engagement
August 2012 – March 2013
Team Profile
Program Director + Team of 4
Location
Atlanta, Georgia
Methodology

The team scored itself at the beginning and end using the online Team Diagnostic assessment created by Team Coaching International. Team was coached as a group every few weeks following a customized change agenda.

A variety of exercises addressed conflict resolution. Team uncovered ‘team toxins’ – defensiveness, stonewalling, blaming – and agreed upon ways to address them. Published Team Agreements focused on greater accountability to each other. Balanced the workload so team members could take vacations without worrying about the office.

Two team members also had individual coaches for part of the Engagement.

TEAM ISSUES BEFORE COACHING

• Staff confused at times by conflicting direction from Director and Associate Director
• Under-staffed, resulting in overwhelming workload
• Members communicated inconsistently and rarely face-to-face despite working in shared office space

TEAM GOALS

• Improve the level of trust
• Meet more often, and leave every conversation with clarity and alignment on what’s next
• Director and Associate Director offer more consistent direction

DRAMATIC IMPROVEMENTS MEASURED IN PRE AND POST-ENGAGEMENT SURVEYS

PRODUCTIVITY

  • 34% Alignment
  • 23% Goals & Strategies
  • 20% Proactive
  • 10% Resources
  • 0% Decision Making
  • -5% Accountability
  • -16% Team Leadership

POSITIVITY

  •  31% Trust
  • 20% Optimism
  • 18% Camaraderie
  • 15% Respect
  • 14% Constructive Interaction
  • 13% Values Diversity
  • -4% Communication
Results

Trust increased 31% as did nearly every indicator of Positivity.

A lot went unsaid on this team. Acknowledging that ‘behind every complaint is an uncommunicated request’, they increased their direct requests of each other and raised issues sooner.

They created more clarity about when it made sense to be a highly synchronized team, and when they could work more as individual contributors. And they hoped for a new level of engagement with the leader.

In the last meeting, they expressed a desire to step into a more compelling vision of their specific contribution to the agency’s overall vision.

MACRO VIEW: Before & After Results

What Participants Had To Say

We must continue to emphasize follow through and accountability.

There is a greater sense of empowerment for all members of the team.

Team members are recognizing/thanking one another for a job well done.

We have better alignment on shared goals, and our outlook has become more positive.

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