A global communications provider was facing major organizational and business shifts. The company’s two HR training teams, one on the East coast and one in the Southwest, were having problems working together. Each team believed the other was the problem.
The division needed to re-discover its internal brand, define a new mission and translate that knowledge into productivity within their teams and with their clients.
TAI created a plan with small and large group meetings. Through a series of these meetings, designed and facilitated by TAI, each division created a vision statement, first individually, then in each team, and finally as a group.
Next, we instructed each team to implement their vision in real working situations. In tandem with this plan, TAI discovered the best way forward was for senior managers to meet with our coaches, then bring both teams together as a large group.
At these meetings, the teams shared viewpoints and discovered places of cohesive alignment, even if not initially obvious. These efforts armed both teams with strategies to work together more effectively during restructuring.
To maintain and strengthen the alignment found in the latest group workshops, coaches then worked with individual participants to reinforce and check on each person’s assignments. TAI became such a crucial part of the group’s strategy that when two new professionals were hired into the team, we were asked to help them incorporate those individual’s talents and quickly make them a solid part of the team.
We combined clear diagnosis and a close relationship with the program sponsors, with constant engagement with the client at an individual and group level. These factors, and a willingness to respond to rapidly changing circumstances, were the keys to success.
The Results: Real Teamwork and Real Profitability
The combined team was more effective and more prepared to deal effectively with the ongoing restructuring. They developed a cohesive environment and clear philosophy for training as a whole. TAI’s work also enabled them to develop a clear and concise plan to market themselves and develop internal programs. The company eliminated counter productive rivalries and restructured the divisions with clearly defined roles based on individual capabilities. In addition, they avoided the organization’s cost cutting initiative; other divisions were being reduced but their division was not due to their increased enrollment.