Building high performing teams increasing engagement and motivation.
What Was The Client Situation?
The leadership team were looking to increase personal and team engagement with an all inclusive team building programme over a two year horizon.
The Challenge.
Current feedback was that there is limited contact and feedback as well as differing management practices across the sales areas. The perception being that the team style, EI and Collaborative working needed a refocus to drive performance.
There were several new Regional Managers in post due to recent expansion, all bring new ideas and differing management styles.
There is minimal turnover in the sales teams and the latest company survey showed that overall motivation was medium but that there was limited clarity in long term goals. The survey also flagged a perceived lack of feedback and engagement with the wider business.
PhoenixLBS Role.
Program Approach – To start with the regional managers and then move through to the sales teams. The program was designed to allow the participants to work towards a collaborative practice, working across the business as well as standardise good business practice and have an opportunity to learn from external sources and themselves.
The initial Diagnostic workshop was designed to see the regional managers in action and identify strengths and gaps using our case-based framework and Talent DNA model. The workshop was created using the feedback from a short survey looking at the common challenges they face as a team in managing, motivating and working across the business.
After each session the team regrouped to share learning and discuss the merit of different approaches. This also acted as a team building session and an opportunity to observe the collaborative styles across the team.
To cascade to the wider sales team an Individual communication style analysis and EI framework questionnaire was sent out to map the current team and assess how the current management is affecting working practices and behaviours.
The results and recommendations where socialised through the regional managers for indivduals and their personal input into team change was captured through 1-1 feedback sessions.
Cross sales areas Team workshops where then created using our common business challenges to look at collaborative behaviours and to agree to future best practice principles.
Finally a Roadmap for further team development interventions and course correction was created with checks and events planned at 6 month intervals.
Project Outcomes.
2 team members were let go as they had no desire to change and their beliefs and behaviours differed greatly from the company culture.
There was an 80% increase in the belief in the vision and direction of the business unit and wider organisation.