A Financial Institution required their existing IT system to be reviewed and updated for future needs. It was a major capital project, with project team members being drawn from a range of functional areas. The team was not a natural team as they had to operate within their operational and project roles concurrently.
Problem: The team needed to form and problem solve quickly.
Plus quickly gain support from a variety of company stakeholders. Once the current situation and problem was understood the team needed to develop practical recommendations.
Action: HBDI and Whole Brain thinking framework was used.
Results: Team members got to know and understand one another swiftly.
Quickly formed cohesive and highly productive team. Highly useful framework which could be used in a variety of contexts. WBT allowed for influence upwards, directly resulted in the acceptance of their recommendations. 98% of recommendations were accepted by the board. The project team stated that ”no other team had so many recommendations accepted by the Board.”
Small company with a high staff turnover and low team cohesion.
Conducted a fun, short event with them the Amazing Scavenger Race.
Team and company identity strengthened through an enjoyable shared experience. Event was referred to often as a positive touchstone. Increased team communication and relationship strength.
Situation: An experienced leader was moved to an established team.
She needed to establish her leadership position within the team quickly (e.g. respect, communication and getting to know the team).
The team knew there was a need for some staff to be made redundant.
Morale and productivity needed to be maintained or ideally improved whilst this occurred.
Action: Help establish the leaders position within the team whilst developing the leader and team at the same time.
Results: The team loved the monthly Actionable Conversations as they provided a way to learn new skills and strengthen individual, team and leader’s relationship.
The individuals who were required to leave the organisation (due to declining market conditions not due to performance) – left the organisation – wanting to return to the team and leader when the market conditions improved (and they did rejoin the team later).
Loyalty, engagement and team strength was strengthened. Morale (and productivity) increased during declining market conditions and widespread redundancies. Integrated robust communication processes were created that were highly valued by team members.
Comment was made by the Leaders' Manager “ your team is the ‘A’ Team!”