Director Level Team
This team was comprised of leaders who were sandwiched between the executives and the team leaders. They had some outstanding changes occur, even from the beginning. Their first meeting, they informed the coach that they had never met as a “team” to discuss issues. They peripherally knew one another and had sat in other meetings, but sitting down as a group was new concept.
The coach helped them collaborate to resolve emergent issues, solve common challenges together and address the challenges unique to being the middle leadership tier; including accountability and leadership communication competencies.
Results:
- The directors routinely shared work-related information among themselves that they have not received through formal communication channels.
- Group members seemed to enjoy getting to know one another better, especially across divisions, and have developed collaborative working relationships, often working across silos to get things done.
- They were able to demonstrate a high level of compassion towards others, which greatly improved trust across the tiers.
One of the most significant changes occurred after the first year. After learning new leadership distinctions and practices, the group developed their own Vision statement, identified improvement/change areas where they could make a difference, and self-organized into working sub-groups. They began working on projects including data gathering, writing, analyzing, and creating/implementing new ideas for better work products and better working relationships, improved communication, clearer career path/development opportunities, and increased morale.
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