Situation:
A new General Manager came to lead a division of a global consumer goods company. His style, very team oriented, was completely different from the previous leader. While completely appropriate and necessary to reach the next level in terms of growth, this form of leadership required radical changes in orientation and behavior on the part of the executive team.
Approach:
Each member of the executive team agreed to 360 and Myers Briggs Assessments. These served as the basis for preliminary individual discussions to build self-knowledge, which is essential for growth and for the success of building a cohesive team. Team Building for Executive Team to reorient top managers from functional team emphasis to “First Team” concept.
Results:
• Increased self-knowledge (360s and Myers-Briggs)
• Adoption of “First Team” concept
• Identification and buy-in on one overarching goal to achieve in the next year
• Communication with cascading messages
• Action plan for achievement of goal
• Delegation down the line to achieve goals
