CASE STUDIES

PROJECT:

INTRODUCTION
A tech company officer wants to take advantage of a team off-site to provide a great experience and remove collaboration obstacles for his team.

CHALLENGE

A C-Suite officer from a 6,000 person organization needed his distributed and siloed leadership direct reports to genuinely work cohesively on strategic imperatives.

APPROACH

Joel executed a 1.5 day facilitated Gallup CliftonStrengths session to dramatically improve self-awareness, situational awareness, professional empathy, and active interpersonal behavior choices to foster genuine relationships for leaders.

RESULTS

Leaders were able to more clearly understand what they bring to the team, and how they are perceived by each other through the actions they take and decisions they make. Prior to the session, inaccurate assumptions on these points had been made.

IMPACT
Greater organizational adoption of cross-functional client-facing initiatives as the leaders genuinely began to know each other and were able to depend on each other. This fostered trust and collaboration.

PROJECT:

INTRODUCTION
Senior Software Sales Leader need the team to evolve and connect with each other to eliminate outdated cultural toxicity that is affecting financial outcomes.

CHALLENGE

A US Software Sales SVP was six months into the role of a beleaguered and tenured team with significantly eroded trust issues manifesting in ego-based interpersonal challenges, dismissiveness, and toxicity preventing broader teams from working together.

APPROACH

Joel ran 3 half-day workshops based using tools and methodology from "The Five Dysfunctions of a Team" and other vulnerability-based tools to help the group objectively self-realize the climate they had allowed and how very specific behaviors contributed to it.

After identification, a plan for ownership of the behaviors and committing to changes was created by the team.

RESULTS

These sessions can be the most powerful. Most members of this group displayed the courage to act on the behavioral changes needed for the group as a whole. A small minority did not want to adapt, and chose to move on. While unfortunate, this still constitutes success for the team as a whole, and even for those that left to engage in new opportunities.

IMPACT
The team has continued to evolve, as is normal in this industry. Greater collaboration between the Sales and Services organization were realized, leading to improved customer experience and increased spend in strategic accounts.

PROJECT:

INTRODUCTION
An Operations Sr. Director wants to provide a truly impactful developmental plan for her team above and beyond the provided program from her organization.

CHALLENGE

The responsibility to maintain an inspired team involves providing a path for growth in a way the employees define for themselves. This leader knew that to accomplish that she would need to engage in a specialized program that could meet the needs of her team.

APPROACH

Joel ran a full day workshop with virtual follow-ups introducing the team to the Gallup CliftonStrengths model heavily leveraging the "Name it, Claim it, Aim it" technique for self-understanding and being able to genuinely be the best version of one's self as a professional person.

RESULTS

This exposure to CliftonStrengths was an absolute eye-opener for participants. The insights provided are intellectual gifts for recipients that create a growth journey that lasts for years. This team had a voracious appetite for what they learned.

IMPACT
Personal growth can be difficult to quantify, but the strong employee engagement results and low turnover scores reported back indicate success.

Have Questions?

CASE STUDIES

PROJECT:

INTRODUCTION A tech company officer wants to take advantage of a team off-site to provide a great experience and remove collaboration obstacles for his team.

IMPACT Greater organizational adoption of cross-functional client-facing initiatives as the leaders genuinely began to know each other and were able to depend on each other. This fostered trust and collaboration.

PROJECT:

INTRODUCTION Senior Software Sales Leader need the team to evolve and connect with each other to eliminate outdated cultural toxicity that is affecting financial outcomes.

IMPACT The team has continued to evolve, as is normal in this industry. Greater collaboration between the Sales and Services organization were realized, leading to improved customer experience and increased spend in strategic accounts.

PROJECT:

INTRODUCTION An Operations Sr. Director wants to provide a truly impactful developmental plan for her team above and beyond the provided program from her organization.

IMPACT Personal growth can be difficult to quantify, but the strong employee engagement results and low turnover scores reported back indicate success.

Have Questions?

INTRODUCTION
A tech company officer wants to take advantage of a team off-site to provide a great experience and remove collaboration obstacles for his team.

IMPACT
Greater organizational adoption of cross-functional client-facing initiatives as the leaders genuinely began to know each other and were able to depend on each other. This fostered trust and collaboration.

INTRODUCTION
Senior Software Sales Leader need the team to evolve and connect with each other to eliminate outdated cultural toxicity that is affecting financial outcomes.

IMPACT
The team has continued to evolve, as is normal in this industry. Greater collaboration between the Sales and Services organization were realized, leading to improved customer experience and increased spend in strategic accounts.

INTRODUCTION
An Operations Sr. Director wants to provide a truly impactful developmental plan for her team above and beyond the provided program from her organization.

IMPACT
Personal growth can be difficult to quantify, but the strong employee engagement results and low turnover scores reported back indicate success.