Team Building to Improve Performance
A Fortune 500 company contacted us regarding the functioning of an important division responsible for quality assurance of one of their flagship products. They reported that key team leaders, in one of their locations, were not working effectively with one another. In fact, they had received a quality audit by their prime contractor noting several significant violations that were attributable to team members not working together.
Developed a customized approach to improving the leadership capacity of the organization that:
- Interviews were held with all team members above and below the leadership group and appropriate documents were reviewed.
- The consultant met with the team leaders and conducted a focus group interview addressing the issues of performance, trust, and work commitment.
- Using a strengths-based model and workshop intervention, team members were able to identify their contributions and work style, allowing the team to move away from a silo-based style of operation.
Senior leaders reported improved interactions with team members, greater respect and understanding of the roles, responsibilities and obligations of each member. A 6-month follow-up revealed that the team was functioning more effectively, and that both quality and productivity had improved.
Improving Customer Service
A financial management company was strong in performance but did not have much success in how their team managed customer relationships. Turnover was high and clients, while happy with performance, consistently reported poor customer service.
- Interviews were conducted with staff and customers to review key strengths and concerns.
- A tailored customer service workshop was designed based on actual client issues was designed and conducted with the staff
- Training included a “back to basics” customer service based on the financial management industry
- Role-playing practice to improve customer service.
- Problem solving specific customer related issues.
One year out, the company reported that client satisfaction scores increased, and that retention of key staff improved by 75%.
Executive Coaching for Performance Improvement
A high-ranking professional woman approached us for coaching related to how she was seen as a leader within her organization. Although she was in charge of a major department, she worked in an industry where her peers were all men. In several instances, she perceived that her direct reports did not grant her the respect or authority that they ceded to other male leaders, even in those situations where the men were not their superior.
- We reviewed her role within the organization, her team and peer relationships and conducted a 360 evaluation to determine how she was perceived within the organization.
- While many staff saw her as a capable leader, several of her peers and her CEO reported that she was not seen as a strong leader based on her communication skills and that she could benefit from improving her delivery and persuasion skills.
- Focus on the executive woman’s key strengths and how to use these effectively in her interactions.
- Practice using definitive and persuasive language using video feedback.
- Consultation around specific workplace situations as they arose.
This executive woman reported significant improvement in how she being treated by peers and staff. She reported that her CEO noted her improvements and elected to expand her role and responsibility in her organization.