Business presented with challenges that teams were thinking in their best interest only and not in the overall interest of the business. This resulted in a lack of engagement and poor communication and decision making throughout the business.
The client not only wanted to boost engagement levels across the business they wanted to elevate the way team members thought of the business. A shift in thinking was required to move people from thinking about their own needs to what is in the best interest of the business. The leadership team wanted to create a transition from decisions being made based on self-interest to decisions being made based on the needs of the team and the business. Creating a shift in thinking required a more complex solution than simply communication workshops and for the shift to occur, team members would be needed to buy into the outcome.
Client Context
Industry: Manufacturing
Turnover: $100M+
Team Size: 110
Challenge
Disengaged team with siloed thinking at Executive level
Approach
Profiling
One-on-one Mentoring
Strategic Consultation
Development Strategy
Individual Development
Team Development
Coaching
Outcome
Team engagement levels increased
Culture change occurred
Siloed behaviours eliminated
Process efficiencies
System improvements
Creative business solutions identified
Data Insights
- Thought Code® Individual Profile
- Thought Code® Organisation Profile
- Thought Code® Capability Matrix
- Thinking ahead and understanding the consequences of actions and decisions
- Establishing personal credibility through integrity and trust
- Using creative methods to brainstorm ideas and solve problems
- Taking initiative to seek out opportunities that grow and improve knowledge
- Being confident in ability to make quality decisions
- Upholding standards of excellence to drive results
- Developing considered criteria for taking calculated risks
- Prioritising what to focus on and setting boundaries around how to spend time
- Creating order and establishing discipline
- Listening effectively to understand and communicate with others
- Enhancing interpersonal skills to improve the quality of relationships
- Committing to actions that build strength, courage, vulnerability, resilience and humility through both success and failure
- Assertiveness and conflict management skills
- Collaboration and fostering mutual accountability
Approach
Each executive received one-on-one mentoring and the executive team received group sessions all targeted at unblocking individual challenges and developing mutual accountability at the leadership level.
The middle managers in the business received a 12-month development program to strengthen the capability needed to support the business. Workshops were delivered on a monthly basis with workshop content matched to gaps uncovered in profiling and relevant to be addressed to match business need.
Outcome
Over 12 months the executive team focused on cultivating the culture required to drive the business forward and inspire innovative thinking. Engagement levels in the team increased and siloed behaviours were eliminated. Innovative thinking started to thrive with benefits realised through process efficiencies, system improvements and creative business solutions identified.
Over 12 months the executive team focused on cultivating the culture required to drive the business forward and inspire innovative thinking. They spent 6 months focusing purely on values and translating those values into meaningful actions that could be measured within the business across key stakeholder groups
- Resulted in higher levels of mutual accountability at the Executive level
- Implemented strategies to better engage with customers
- Developed training opportunities for middle managers targeted at better understanding the cultural differences within the APAC region to improve internal relationships
Engagement levels in the team increased and siloed behaviours were eliminated. Innovative thinking started to thrive with benefits realised through process efficiencies, system improvements and creative business solutions identified. At the middle manager level:
40%
perceived improvement in
delegation
38.2%
perceived improvement in
adapting to change
35.3%
perceived improvement in
collaboration
32.4%
perceived improvement in
priority setting