Team Development: Unifying a large human services network, starting with the executive team
Our large non-profit human services client was operating as separate service line agencies and not leveraging the potential synergies of a more collaborative approach to their client populations. The new CEO recognized that the change needed to begin with aligning the newly re-formed executive team; comprised of both long-tenured and relatively new members.
Scope
This engagement focused on helping the executive team create a shared vision and accountability across the service lines and shared services groups. It also supported them as they drove the changes through the organization.
Approach
Engaged the executive team in a six-month development program to build their mutual trust, shared vision and accountability:
Sharing and leveraging their strengths using the Kolbe Index
Building trust, constructive conflict, commitment and shared accountability using the frameworks and tools from The Table Group (“The Five Dysfunctions of a Team”)
Facilitating monthly team coaching sessions
Individual executive coaching for each team member to support and challenge their mindsets and behaviors
Cascaded key teaming concepts and tools to lower levels in the organization
Provided large-group sessions using the Kolbe Index to help them understand and leverage each other’s strengths across groups
Results
A more wholistic approach to serving their client populations, offering a suite of services to individuals and families
Increased leadership focus on creating solutions, rather than reacting to problems
Healthier constructive conflict yielding more collaborative ideas
Greater cohesion within and across employee teams
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