The Five Behaviors of a Cohesive Team combines the power of Everything
DiSC with the influential teamwork model introduced by Patrick Lencioni’s book,
The Five Dysfunctions of a Team. This program can help team member learn to
work together better to become more effective and engaged. It is appropriate
for use with intact teams at all levels of the organization.
Showing posts with label Breakthrough Business Planning. Show all posts
Showing posts with label Breakthrough Business Planning. Show all posts
Thursday, May 7, 2015
CMI is Introducing a new and exciting tool: The Five Behaviors of a Cohesive Team
The Five Behaviors of a Cohesive Team combines the power of Everything
DiSC with the influential teamwork model introduced by Patrick Lencioni’s book,
The Five Dysfunctions of a Team. This program can help team member learn to
work together better to become more effective and engaged. It is appropriate
for use with intact teams at all levels of the organization.
Tuesday, April 22, 2014
MBX Case Study Part 2
Crucial Issues at MBX
The three critical issues that hampered MBX’s progress were lack of goals, staffing and adequate communication. First, the company struggled to develop goals and objectives. The management style was based on experience and instinct. They operated without the aid of any useful instruments and had no real accountability and direction. Second, there were unsatisfactory staffing procedures. There were no values utilized in hiring and recruiting. This allowed for poor hiring practices, high rate of turnover and overall lack of teamwork. Lastly, the CEO lacked necessary leadership skills. This lack of leadership created challenges for the future and left the Leadership Team with an uncertainty about the direction the company was headed.
Getting Started
Bruce met with the Executive Management Team and Core Leadership Group to begin “Breakthrough Business Planning”, commonly referred to as “huddles.” The Leadership Team met to discuss every significant issue plaguing the company-goals, objectives, vision, values, hiring, management structure, employee development, team building and operational successes and failures. They also participated in what CMI calls, “stupid games.” These games are a simulation of the workplace and are designed to provide a learning experience. They show companies how things operate “back at the ranch” and guide employees on how to improve communication and teamwork. The Leadership Team took a firm grasp onto these issues. Justin Formella, Web & IT Director, certainly appreciated the intervention. “This approach has been instrumental in changing our thought process to everyday problems and issues. The collaboration helped to create a team atmosphere that was otherwise not present.”
In addition to the strategies, conversations and games, the deliberate and constant activities and follow up meetings all contributed to strengthening MBX. “These activities insure that we are paying attention and moving forward toward our strategic goals,” says Tom Crowley.
Read more case studies >>
The three critical issues that hampered MBX’s progress were lack of goals, staffing and adequate communication. First, the company struggled to develop goals and objectives. The management style was based on experience and instinct. They operated without the aid of any useful instruments and had no real accountability and direction. Second, there were unsatisfactory staffing procedures. There were no values utilized in hiring and recruiting. This allowed for poor hiring practices, high rate of turnover and overall lack of teamwork. Lastly, the CEO lacked necessary leadership skills. This lack of leadership created challenges for the future and left the Leadership Team with an uncertainty about the direction the company was headed.
Getting Started
Bruce met with the Executive Management Team and Core Leadership Group to begin “Breakthrough Business Planning”, commonly referred to as “huddles.” The Leadership Team met to discuss every significant issue plaguing the company-goals, objectives, vision, values, hiring, management structure, employee development, team building and operational successes and failures. They also participated in what CMI calls, “stupid games.” These games are a simulation of the workplace and are designed to provide a learning experience. They show companies how things operate “back at the ranch” and guide employees on how to improve communication and teamwork. The Leadership Team took a firm grasp onto these issues. Justin Formella, Web & IT Director, certainly appreciated the intervention. “This approach has been instrumental in changing our thought process to everyday problems and issues. The collaboration helped to create a team atmosphere that was otherwise not present.”
In addition to the strategies, conversations and games, the deliberate and constant activities and follow up meetings all contributed to strengthening MBX. “These activities insure that we are paying attention and moving forward toward our strategic goals,” says Tom Crowley.
Read more case studies >>
Subscribe to:
Posts (Atom)