Client presented with challenges and issues specifically around levels of disengagement and siloed thinking across all levels of management. This was causing issues around team work, communication, productivity and efficiency. The business was not operating as a cohesive unit rather as separate units seeking to achieve their own agenda.
The client was seeking to understand what they needed to do to develop higher levels of trust across the entire management team in order to work more collaboratively towards a common agreed outcome.
Client Context
Industry: Commercial Transportation
Turnover: $150M
Team Size: Management team of 25
Challenge
Low levels of trust, collaboration and engagement
Approach
Profiling
Strategic sessions
Team development workshops
Individual development plans
One on one mentoring
Outcome
Mutual accountability set as a standard
Communication improvements
Increased engagement levels
Alignment towards an agreed common outcome
Data Insights
- Thought Code® Individual Profile
- Thought Code® Team Profile
- Thought Code® Organisation Profile
- Thought Code® Capability Matrix
The poor communication skills, emotional intelligence skills, and social agility skills were preventing the team from being able to present their opinions in a way that was being heard by others resulting in a lack of buy-in around key messages, frustration within the team, and a decreased ability of the leaders to influence the broader team.
- Driving outcomes
- Establishing workable plans
- Prioritising time and actions
- Utilising metrics and measurement to drive results
- Care for self
- Being action oriented
- Self promotion
- Approachability and care for others
- Effective listening/li>
- Peer relationships and team chemistry
- Mentoring and coaching practices
- Humility and vulnerability
- Personal learning
- Developing and empowering others
Approach
Worked with leaders both in a one-on-one capacity and group discussions providing insight, awareness, challenge and support to unblock barriers in their thinking that was preventing them from being flexible and adaptive in their approach.
Created and implemented a series of interactive workshops designed to target and unlock specific capability. These workshops involved elements or pre or post work to ensure principles learnt could be successful embedded and actioned.
Outcome
Interactive workshops, one on one support and group discussions resulted in the following capability improvements supported by anecdotal evidence:
40.3%
perceived improvement in
communication
36.8%
perceived improvement in
stress management
34.7%
perceived improvement in
conflict management
37.4%
perceived improvement in
developing self and others
33.2%
perceived improvement in
influencing others
39.7%
perceived improvement in
giving and receiving feedback
32.6%
perceived improvement in
driving vision and purpose