Facilitating the Development of a Spanish Sales Team
Following a series of leadership and organisational changes, the sales and distribution team lacked confidence in itself and trust in management. The new leader, inheriting these beliefs, high staff turnover and low morale, recognised that change was required. With demand for growth and tough targets to achieve in a recession, he was not prepared to live with the status quo.
Michael, using techniques often used in Pyramid ODI’s “future conferencing” and team-based organisation re-design, captured and classified the issues. In a facilitated session, these issues were assessed and prioritised. Three teams were formed to identify root-cause before determining action. They learned to practise the principle of focusing on what they can control and influence, and not waste time on matters outside their control. The groups were guided to define action plans and take responsibility for the resulting change. Any additional funding was supported by detailed cost-benefit analysis and approval was given.
Within days, there was a perceivable improvement in morale. Within weeks, project actions and improved communication were under way. Within months, the success of the first three projects led to the formation of new teams to focus on the next set of issues. One year later, the team are ahead of budget, morale is high and the problem of staff turnover resolved.