| Leadership Development |
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| Team Productivity | |
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| Cultural Transformation | |
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| Problem A Fortune 50 financial services organization has been wracked by regulatory pressures and competitive threats resulting in poor financial performance in one of its most important regions. The appointment of a new executive with a very different and conflicting style exacerbates the friction and tension within the regional management team. The senior leader calls upon Whetstone to develop an initiative to leverage the individual and team strengths and redirect their energy from inner personal conflict toward engagement and productivity. Solution In speaking with the current team, Whetstone discovered several deeply rooted issues festering below the surface. Individuals had been working in silos. There were two or three factions or cliques among the members. Meetings were spent in “reporting” mode rather than providing a forum for collective discussion, debate and problem solving. And the new leader had neglected to establish explicit rules of engagement so any efforts at promoting collaboration and candor were viewed as arbitrary and impractical. In a series of facilitated offsite sessions, Whetstone created the environment for the team to develop a meaningful set of agreements to establish new protocols for communication and decision making; a scorecard to measure its progress toward finite goals; and a means to share productive feedback, thereby reducing the need and frequency for gossip, personal attacks and “the meeting after the meetings”. Outcome Within a few short months, the team self reported a 50 to 75% improvement in the metrics it selected to improve its level of trust, candor, accountability and results. And with a greater sense of alignment among its members, the team leader was better accepted and appreciated. Insight A group is not necessarily a team. And, teams often suffer from poor trust and weak productivity simply due to a lack of agreed-upon rules of engagement and accompanying metrics. Services – Group Facilitation – Use of assessments – Use of team effectiveness framework – Individual leadership coaching |
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