Bio Tech Start-Up
These market visible, private enterprise superstars are headed for greatness, but there was something amiss in the work group.
High turnover. High training cost. High sick days utilization. High human resource involvement. When a tenured group member contacted the the corporate legal department, they took action.
Group culture had a rigid hierarchy.
Boomers were in charge and the X, Y generation were the worker bees.
Team involvement was discouraged and new talent was feeling marginalized. Recruited talent was not staying long enough to enhance the group or justify the cost of attainment and training.
Projects were managed on a reactive basis. Strategic planning was at a minimum. Work hours were defined by the latest crisis.
Leadership style was top-down and accepted very little influence.
Different work styles were under appreciated and, in fact, discouraged. The management style included punishment and bullying.
Within three months, Legal and Human Resources had instituted new policies and procedures based on an Organizational Health Assessment and Action Plan. Individual executive coaching, facilitated discussions, and custom trainings provided the dialogue.
Benefit utilization is down, morale is up and valuable team members are engaged.
This highly acclaimed academic institution was under fire and in the midst of a major legal action.
In the spirit of academic freedom and professionalism, a distinguished work group was left to its own devices for too long.
Harassment and bullying.
The award-winning head of the department was managing by hostility and the group was suffering as a result.
Rigid positioning and silos.
Each of the work groups were in competition with the other. There was no collaboration to complement their shared purpose.
Unstable work environment.
The word on campus was this: The group was toxic and the leadership was imperious.
The group needed safety and a third-party assessment to assist in redefining culture and values. Leadership was replaced and group members were trained in assertive communication and conflict resolution, and individually coached for leadership development.
The department was reorganized, oversight was reinstated, and the legal case was settled out of court.
On the face of it, this large International NGO showed collaboration and a shared value system about their mission.
Beneath their commitment and passion existed a group culture that avoided all conflict at the expense of productivity and resilience.
At the risk of alienating the group leadership avoided leading and was content to let a flat authority structure determine the way forward.
The group was stuck. Any new idea was met with resistance at the whim of a few key players.
Stressed out, maxed out workforce.
Morale was low. Work-life balance and productivity was faltering.
Individualized leadership and executive coaching and Conflict Style assessments allowed these compassionate and forward-thinking team members to understand how work-life balance and flexibility were the keys to moving forward.
The team was able to meet change within the organization and the work group with assertive communication and a critical strategic plan. Year end goals were met and exceeded.