High performing teams
Coaching a new Management Committee to operate quickly as one team
Clariant, one of the world’s leading chemical companies, implemented an ambitious new operating model that moved away from function-specific services towards end-to-end processes. A new business unit of 700 employees was formed to implement this change on a global scale. The newly appointed Management Committee was given 2 years to achieve process excellence.
For the new Management Committee team to be engaged for this change journey, as of day one, they had to act as a real team. This meant clarifying vision and strategic objectives, but also code of conduct, leadership style, governance, roles and responsibilities, and ways of collaborating. Individual interviews, 2 questionnaires (TASK² & DISC-WPMOT) and a team meeting observation were done so that Krauthammer could build an in-depth understanding of the situation at hand.
The tailor-made, ‘high performing team’ programme that was designed consisted of team workshops and collective coaching.
The programme was rolled out over 10 months, following the team meetings where the vision and strategic objectives were conceived. Then, 6 sessions (1.5 days each) were facilitated by one of Krauthammer’s most senior consultants.
The Management Committee team members are extremely excited about the programme. It enabled individuals to capitalise on their strengths, work on their limits, as well as build and reinforce interpersonal trust. By understanding individual behaviours and motives, interpersonal communication among team members greatly improved and had a considerable impact on the team’s leadership performance.
After the tournament in 2016 an Appreciative Inquiry workshop was co-designed to reflect on the future development of the event with a positive approach.
Included in the learning journey of Roland Garros :
Provimi needed a common leadership culture after several mergers. Managerial practices and behaviours that required attention in order to unify and drive engagement were identified. Focus areas were performance management, team building and coaching skills.
André Koch wanted its sales force and back office to increase their customer orientation. Two learning journeys were designed: a sales workshop, and a programme for the back office focusing on telephone skills.
Included in the learning journey of André Koch:
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