Building cohesion of a team in times of change or new opportunities

We worked with a start up company’s Executive team on two occasions.  The first time was three months prior to the launch of the business.  The business recognised that their business was a ‘people business’ and wanted a strong People Management Strategy. 

As part of our consulting process we spent a day with the Executive team to develop a compelling vision, determine the desired culture and elements of the culture, determine the employee value proposition and develop a compelling vision and set of values that would be the bedrock of the organisation.

We facilitated a follow up day with the Executive Team approximately nine months later. Due to phenomenal growth and business opportunities, there were a number of ambiguities in terms of the direction of the business, functional responsibility and roles which had resulted in some conflict and uncertainty. Most of the participants knew each other fairly well already, however, they also had a couple of new members join the team. 

We spent a day building team understanding by using team behaviour profiles, facilitating an open and constructive conflict resolution session and action planning using a specific framework, which establishes clarity, optimises performance and enables solid action planning.