Monday, February 1, 2010

A remote office of a multibillion-dollar business had a track record as a top performer. The branch’s success enabled corporate management to provide little oversight. The branch manager had an aggressive, insensitive management style and an excessive sense of urgency. He alienated employees, particularly women, and created a dysfunctional work environment. Festering emotions and problems came to a head, two people resigned, and the general manager’s reputation was tarnished. This contributed to a drop in productivity and low morale amid accusations.

Issues

• Emotional turmoil
• Lack of trust
• Misunderstanding of responsibilities and authority
• Ineffective communication
• Low morale
• Demeaning leadership style
• Potential of wholesale turnover

Action taken

The IHR team was asked to assess the severity of the problem and to intervene. Individual coaching enabled the manager to understand that he had not ruined his career and that he needed to make major adjustments in his management style. He saw how his actions caused the deterioration of the branch and how he needed to change in order to transform the environment and reestablish himself as leader. The team worked with the manager to develop a less aggressive and insensitive style. IHR interviewed branch personnel to allow them to voice their concerns and to further assess the situation. The team worked with employees to diffuse the emotional tension within the branch. Group sessions allowed the branch to reexamine themselves, determine better ways of communicating and interacting, and to begin functioning in a more effective manner. Employees learned to understand that the manager’s behavior was not harassment targeted at any employee or group but that it was a personality style that could be addressed. The IHR group assisted as branch personnel put together flow charts expressing the business cycle to help them to better understand each other and to work at a higher level of team functioning.

Outcome

The emotionally volatile situation was diffused and it was determined that the branch could be reintegrated into an effective working team without wholesale turnover. Employees began to hold each other accountable for negative communication. The manager became aware of the effect of his behavior; he softened his approach, people began to work together differently and, the branch began functioning more effectively.

Labels: Case Study, Team Building, Trust

posted by Allen Rader at 11:15 AM Link to this Article  0 Comments

A population of vulnerable individuals, located throughout Indiana, was served by a variety of federal/state government entities, profit/non-profit community organizations, health care providers, and health care payers. The individuals served often received mixed messages, did not know how to access help, and were overwhelmed and intimidated by their situations. The various entities providing services differed in many ways—in terms of funding mechanisms, mission statements, organizational cultures, and strategies. There were many territorial issues, and the various organizations were unlikely partners.

Issues

• Misinformation and mixed messages to a vulnerable client base
• Multiple individual and organizational agendas
• Territorial attitudes

Action Taken

The problem was identified, and IHR brought together all involved parties to address the issue, including representatives from all entities that served the target population as well as the population itself. IHR conducted an assessment to determine 1) whether the involved entities perceived that there was a problem, 2) the scope and extent of the problem, and 3) whether all those involved could agree on a common approach that would be valuable. We helped to determine which goals of each of the players were specific to their organization and which goals were common to the involved parties, negotiated agreement on the core issues, and facilitated the strategic planning that followed, including developing a mission statement, guiding principles, and action steps.

Outcome

Entities that were adversarial in many aspects were brought together to work for a common cause. Territorial and personality issues were successfully navigated, a consistent message and communication strategy developed and implemented, and the population being served was better informed and less intimidated. Cross-promotional materials were developed to help each of the involved entities disseminate parts of their message through the group, which had become respected for its value. Strategic alliances were formed and the group won awards for their partnering efforts. Through IHR’s expertise, the group developed a workable infrastructure sustainable over time and with a variety of projects. The group proactively disseminates information on topics of current interest to the target population, monitors information from a variety of sources for accuracy and works with the information source to make needed public corrections or clarifications. The group acts as a resource to federal/state agencies and legislators, to the media, to health care providers and payers, and to others making decisions that affect the target population. Furthermore, it actively seeks additional partners, in-kind services, and additional funding in order to serve. This alliance has acted as a model for those in other states serving similar target populations.

Labels: Case Study, Team Building

posted by Allen Rader at 11:14 AM Link to this Article  0 Comments

Two couples began a non-profit organization that provided therapy through interaction with horses. The organization was funded through corporate and individual donations. After a few years of success, the economy tightened, weaknesses of the business became evident, and interpersonal problems began to surface. A decision had to be made whether the organization would continue or close.

Issues

• Interpersonal problems among partners
• Commitment levels
• Uncertainty about roles
• Unclear business plan during economic downturn

Action Taken
IHR assessed both the individual and the business issues. They evaluated the degree, to which business relationships had been fractured, the strengths/weaknesses of the overall business model, the clarification of roles, and the ability to develop and implement a business strategy. Part of the evaluation by IHR included meeting with the principals of the organization to determine whether there was a shared vision and commitment to work through the present business and personal challenges.

Outcome

For one of the involved couples, it became clear that there was not sufficient common ground to continue their involvement. However, the process determined that the remaining couple was still committed to the values that birthed the organization to begin with and could continue with the potential for success. IHR facilitated an orderly withdrawal, minimizing the cost to the organization and to the withdrawing couple and allowing them to move on to other ventures. The organization remained in operation.

Labels: Case Study, Strategic Plan

posted by Allen Rader at 11:10 AM Link to this Article  0 Comments

Talented individuals made up this small, highly profitable division of a multi-billion dollar company. Despite their profitability and collective talent, the divisional leadership team remained demoralized and concerned about turnover. Team members pursued their individual goals, without collaborating on complex issues that required coordinated attention. This undermined group success by focusing on individual agendas and misplaced priorities. Problems recurred frequently as team members relied on ineffective communication strategies with leadership and within the team, not trusting each other to follow through on requests. People did not take ownership of problems that stretched across multiple areas of responsibility and function, resulting in finger pointing and things falling through the cracks. The division did not get essential resources as a result of these poor strategies and lack of trust. Executives did not trust that the growth of the division would be consistent and continuing. Furthermore, the team believed the corporate executives did not see them as valuable.

Issues

• Team demoralized
• Individual focus and lack of cohesiveness
• Ineffective communication strategies
• Trust issues
• Inability to secure needed resources
• Perception of not being seen as valuable

Action Taken

IHR assessed the team’s’ view of themselves, their relationship to each other and management, the level of conflict within the group, individual and team strategies to getting things done, and overall group function. We presented the results and, together with the team, explored their reactions. This process allowed them to recognize their dysfunction and the value of working in a more collaborative way. IHR assisted the team to identify and reflect on challenges they faced and the approaches used to solve problems. In doing so, they realized that their methods no longer worked. IHR challenged the team to change and facilitated exercises to challenge old assumptions and develop new skills. They then helped the team develop a series set of guiding principles and used strategic planning as a means to build focus and direction. The team learned and implemented new skill sets to solve business problems and to maintain the strategic planning process. IHR assisted the team in identifying effective strategies for communicating messages up the corporate chain, and the team members recognized the value of communicating a coordinated message to senior leadership. The team used their knowledge of the organizational culture and people involved to craft the nuances of their strategies. Key team members participated in individual coaching in a manner that honored them while aligning with group goals. IHR used their unique interactive method to facilitate sustainable change.

Outcome

Through a process of team building and movement towards success, the team progressively grew, and the morale shifted. IHR reinforced the team’s shared commitment to their guiding principles and they gradually built a more innovative, strategic approach. They became more committed to each other and to coordinated achievement of their vision and mission, trusting that support would be there and that their efforts would bear fruit. They changed from an individual, task-oriented, hierarchical style to a collaborative, innovative, results-oriented culture. Resources are now flowing to the division, they are recognized as a model of success for other divisions, and their profitability is rising.

Labels: Case Study, Leadership Skills, Team Building

posted by Allen Rader at 11:09 AM Link to this Article  0 Comments

Kumar is a highly successful sales manager who experienced difficulty in promoting his own self-interest and being noticed for the value he brings. This stemmed from his South Asian background and upbringing, which taught him to draw attention to the groups’ efforts rather than to himself. He has a great ability to see opportunities and develop ideas; however, he often did not think through details, practical matters, and their implications. As a result, he often brought ideas to his peers and executives before they were viable, which negatively impacted their ability to see him as a candidate for promotion to general manager. Kumar is excellent at motivating his team but did not take the time to understand their individual strengths and weaknesses. He overlooked the gaps in their skill sets, thus missing opportunities for the team to become more effective. Kumar had difficulty pacing his team and his colleagues—often thinking and changing rules too fast for others to keep up. He misinterpreted responses as buy-in, when actually his team often struggled with complying with his wishes due to his vague explanation of wants and needs.

Issues

• Difficulty with self-promotion
• Sales manager focus vs. general manager focus
• Communication effectiveness
• Inadequate situational analysis

Action taken

Our executive coach developed a customized strategy to assess the perspectives of Kumar, his boss, and his team to discern which issues were cultural, situational, or Kumar’s individual personality traits. Kumar was assisted in identifying his personal goals and finding his voice in the setting of divisional goals. Together, the coach and Kumar developed his awareness of the differences in thinking between a sales manager and a general manager and the importance of effective communication with his team. We partnered with him to build and implement an action plan as barriers were explored and skills developed.

Outcome

Kumar said, “The IHR team acted as an executive thinking partner. Their behavioral and business expertise enabled them to ask in-depth questions and provide crucial skill development. The process truly helped me to merge how I thought and worked with the organizational expectations. Their skill and process of working with me on specific tasks increased my awareness and highlighted the gap between where I was and where I needed to go. I have now led my team to become a top producing division within the corporation and leadership sees us as a model for other divisions. I can speak more clearly about my value to the company and am recognized as a candidate for promotion to general manager. IHR is now helping me to develop and put in place a succession plan so that the team and division continue their growth with or without me. The IHR intervention has allowed me to move forward in personal growth and to excel in my company’s corporate culture.”

Labels: Case Study, Leadership Skills

posted by Allen Rader at 11:08 AM Link to this Article  0 Comments