Challenge
Corporate leadership of a global consumer products company must determine whether a division president has what it takes to lead innovation.
Outcome
The division president models disruptive innovation by suggesting numerous product variations unparalleled in the market. Sales skyrocket and teammates begin to take greater risks. Industry praise follows and the leader deflects credit for the group’s success to the product development team.
Challenge
State-based association struggles to keep pace with the growing complexity of the industry as roles and work processes transform.
Outcome
The executive leadership team sanctions weekly four-hour blocks of “protected innovation time” where department managers are encouraged to brainstorm and collaborate in creating new approaches, process improvements, and efficiencies.
Challenge
A regional accounting firm attempts to honor diverse generational values in crafting leadership development strategy to support long-term succession planning
Outcome
The managing director assembles a task force stocked with representatives from every workplace demographic and sponsors an initiative to define the core competencies and work-life balance expectations for c-suite talent of the future.
Challenge
A national law firm’s leadership team confronts an under-performing practice group with two actively disengaged associates poisoning the workplace culture.
Outcome
The practice group’s leader sponsors an “accountability initiative” in which behavior not aligned with organizational values is brought to the larger team for resolution. Everyone is empowered to raise day-to-day culture violations to the resolution process. Within six months, natural attrition results in a new composition of talent.
Challenge
A local boutique retail sales team wishes to raise performance to the next level following a record breaking year.
Outcome
The store owner implements weekly full-team planning sessions to research, design, and implement best practices for co-worker, customer, and community engagement. Year-to-year sales rise to a new benchmark.
Businesses of all shapes and sizes share common team challenges. Each challenge provides a call to action. By following the pain points to a diagnosis, targeted intervention elevates the team’s performance. Sometimes, organizational mission, values, and vision needs to be refreshed. Other times, teammates need to be held accountable for behavior that advances the culture. Courageous teams use this foundation to push change. The resulting evolution challenges everyone to adapt with poise and resilience.
Where are your pain points? What are they telling you to do?
