Examples

Our approach to delivering a team building program is to partner with our client to fully understand the needs, and then to develop a custom program that will address specific business issues.  This approach ensures that the participants learn the skills that are most relevant to their work situation.  

Here are some examples of teams we have worked with:

• New team that needed to ramp up quickly
• Team working through transition
• Team with communication issues between team members 
• Team that needed to be energized

Our client was the manager of a group created to develop and market a new product line.  There were well defined P&L targets but the group was resource constrained and had some tough choices to make.   This program included a series of facilitated meetings that included the following elements

• Building the plan - facilitated meeting to build alignment around the plan.
• Experiential team building activity to strengthen  coordinated problem solving skills, and help the group work together effectively.
• Teaming skills workshop and leadership coaching to build skills
• Business review to keep the team on track and accountable

Results: The team executed well and team members have  a strong respect for each other's contributions.  They achieved their P&L goals, launched the product and are now working on the next product release.

Team working through Transition

Leading Insight was asked to design a program to support the transition of a new marketing team,  formed from the restructuring  of  three separate organizations. Management was very optimistic about the future,  but was concerned about a possible retention  issue.  This team of "survivors" were struggling  as  their misconceptions of each other and difficulty in dealing with change was getting in the way of their success.   Communication  between team members was not respectful and the conflict was beginning to damage relationships and impact results.

The program included the following elements

• Series of interviews with key team members to identify issues and team strengths and challenges.
• Conflict resolution to build understanding and workable business relationships.
• Leadership development program, consisting of weekly one hour  coaching sessions with Team Leader,  to strengthen leadership skills - including how to motivate employees and improving communicating skills.
• Team offsite was designed to build commitment and develop the operational  plan to achieve the group's goals.  The two day agenda included several activities to build trust and understanding between all of the team members.  
• Quarterly half day meetings to review progress against the plan and to strengthen teaming skills.

Results:  The "survivors became "thrivers"  and have stuck together through a difficult transition.  The team morale has dramatically improved and this team is now involved in leading a new change effort within the company.

Team with communication issues between team members

This team had been together for some time, and although they were working well individually there was little synergy across the group.  A couple of the team members had good relationships with each other but generally there was a feeling of competition between the group and minimal trust.  

The program included 

• One day communication skills workshop to build awareness and appreciation of the alternative communication styles within the group.  
• 1/2 day challenge course to build trust between group members
• Review meetings with team members to ensure accountability.

Results:  The group is now energized around  a shared goal and team meetings are productive and collaborative. 

Team that needed to be energized

This customer support team was feeling defeated, the company had released a new product that had significant quality issues and customers satisfaction was at a low. 

A program was designed to strengthen working as a team and to collaborate on a plan to address the quality issues.  

• A planning session was held with management to divide the issue into components parts that could be worked on in parallel, as the entire team could not leave the office at the same time. 
• A series of half day meetings were held, each focusing on different parts of the issue, involving other groups in the company.  
• Team leaders participated in a 1 day workshop: "Coaching For Team Leaders"
• The results of the program were presented back to the entire group with recognition to key teams for their contributions.

Results:  The team developed a tactical plan that was executed, and was energized by being involved in creating the solution.