Giving Organizations Access to Their Potential

“The most important thing right now is to redefine roles in a way that serves our sales efforts. I can understand the need to be involved as an owner…we need to serve the business with our strengths and that starts with looking at things soberly.” (COO, manufacturing industry)

Bill has been with the company for over 20 years. He could see the company plunge during the economic downturn, but believed that the owners taking back control wasn’t the needed solution for the stage the business was in. During the low economy, the owners of the business, a large family-owned corporation in the manufacturing industry, took back control over managing the company and especially marketing and sales. The rest of the leadership team believed this change wasn’t the best use of the owners’ talents. In fact, the leadership team brought up their concerns with the owners several times. It seemed like the owners were uncomfortable stepping away from these critical functions in their business and were not ready to risk leaving these critical roles to anyone else. The dynamics in the leadership team and the difference in perspectives of individuals on the leadership team made it impossible for the organization to optimize productivity, blocking the leadership team from reaching business goals and accessing the organization’s full potential.

It is very common for leaders in the organization to be completely unaware of the fact they themselves do not want to change. Many times teams cannot effectively discuss needed improvements because those require senior leadership to make change and make adjustments. When this happens, the organization does not have access to the necessary knowledge needed in order to achieve the right conclusions. In Bill’s organization, the dynamics in the leadership team did not allow for the organization to maximize strengths and minimize weaknesses. The value of leadership interactions was not optimized, and as a result, choices made by the leadership team did not serve a clear line to specific business goals.

Equipping the leadership as a whole with the ability to change people who don’t want to change made it possible for the team to develop a clear, effective discussion and reach needed conclusions with cooperation and agreement.

“Our success was a great breakthrough in communication and cooperation. Going in, we each had our own perspective on what should change, but the targeted approach of the process gave us, as a team, the specific keys we needed in order to agree and design the right solution. We couldn’t be more grateful.”  (COO, manufacturing industry)

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