Client Experience
Client 1:
A management team we worked with turned around from dysfunctional to less territorial and more supportive.
The problem:
A management team, at a medical instrument company with 185 people, rose to their positions because of their longevity with the company. Most of them had never managed people before, nor had they needed to cooperate with other managers to develop a high morale or productive staff. As is often the case, people rise to higher positions because they are good at their technical, creative, clinical or other work skills. Yet, managing others requires its own set of skills.
What we did:
After initial interviews with each manager to learn their issues and needs, we held interactive workshops and quarterly retreats to help them acquire skills, develop a management team, and build good work relationships with each other and with their employees.
What is working today:
The managers are using good management skills, and enjoying the results of their efforts. Productivity has risen, which favorably impacts profits. They are also developing a solid management team, offering the entire employee base the stability and modeling that are inherent in their roles.
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Client 2:
Several of a client company's departments went from blaming each other to collaborating on solutions.
The problem:
"It's their fault," we were told as we interviewed employees from three different departments of a health plan adminstrator. This divisiveness caused poor work relationships and business interactions, and translated into poor customer service.
What we did:
After interviewing a cross section of employees from each department, we learned that they shared a common problem, but they didn't know it. So, we brought the three departments together. We facilitated several two-hour meetings in which they learned of each other's frustrations, and worked together to develop and implement solutions.
What is working today:
They no longer blame each other. They are communicating across departmental lines, and instituting and monitoring their solutions.
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Client 3:
A CEO who used to alienate his people from each other now brings them together.
The problem:
Not everyone is a born leader. But, with training, willingness and practice, leadership can emerge. One CEO and management team of a technology company of 500 workers were using inappropriate behaviors as leaders of their organization. The managers would bring their disagreements to the CEO, and he would attempt to facilitate a resolution (this is not the job of a CEO). Then he would be accused of favoritism, and other ineffective behaviors. Also, the managers would disagree in front of their employees. The employees lost respect for their managers from this unprofessional behavior.
What we did:
We coached the CEO on appropriate behaviors for someone in his position. We started with a Personal Style Profile so he could see which of his natural behaviors were getting him in trouble with his role. He had several "aha's," and determined that he would change his behaviors. This immediately changed his interactions with the managers.
What is working today:
The managers no longer expect the CEO to solve their problems and disagreements. They are consistently told to handle them themselves, and with the programs we provide for them, they are learning how to provide that same leadership for their employees. The managers have all agreed that their CEO has made a 180 degree turnaround.
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Client 4:
Employees at a client's company have changed from disgruntled and overly stressed to satisfied and productive.
The problem:
When we met them one-on-one during the interview phase of our intervention, the employees of a 75 employee Call Center complained loud and clear about the management, their work, and each other. They had experienced the loss of a favored manager, and had had no replacement for a year. Unfortunately, over that time period many difficulties arose without being managed. There was a lot of backbiting, gossip and other destructive behaviors.
What we did:
We gave a series of workshops to provide the employees with awareness, skills, and a new culture in which they could work in peace. They learned to communicate, handle conflict, accept differences, and develop an environment that honored and respected the individual.
What is working today:
The gossiping has stopped. If people are upset with each other, they know how to discuss their issues professionally. The morale has increased, providing all with a better work environment. Employees are working better together. Customers have noticed the difference, because the employees treat them better too.
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Client 5:
Two independent ambulatory clinics made a good transition when moving into a new building together.
The problem:
Two independent ambulatory clinics were to move their diverse services into the same building. The Deputy Director hired us to mitigate potential problems that arise when people are impacted by this type of change. Healthcare staff issues often arise that impede good patient service and productive work relationships.
What we did:
We met with leaders to plan our process. We assessed staff readiness for these changes through individual interviews with physicians, nurses, medical assistants, clerks and ancillary staff. We then developed a customized program that brought staff together to plan how to contribute to and interact with the changes that were coming. We opened communication on potential pitfalls and made agreements on how they could be avoided. We set up communication avenues between the two groups to develop good work relationships and a healthy internal culture.
What is working today:
Because employees took responsibility to help each other adjust to the forthcoming changes and develop a good working culture, they are happy with their new work environment. With co-workers, they strive together to provide quality patient services to their community.
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