Our solutions:

13. 3. 2011 | Coaching in practice

An important new issue came up in an audit of one of our retail clients: team members were not passing on their knowhow, information was being lost, and the resulting work was often not entirely in accordance with the original request. Most of the team members complained that they had a problem understanding what was expected of them and what their roles were supposed to be; as a result they were less willing to become involved in fulfilling tasks together. Their colleagues did not advise them or only partly, to avoid sharing their knowhow, and this prevented members from working as a team. Thus, everyone only fulfilled the essential tasks, usually only for themselves, based on snippets of information that they had acquired. The result of the activity was often markedly different from what the management had expected. The results of the customer satisfaction survey (mystery shopping) worsened, and the company lost clients.

First of all, we looked at how the team actually worked. Our solution therefore focused on the training of mentors for selected members of the team. The mentors had to ensure that important information was passed on within the team. The mentor role also included providing feedback to others and motivation of all team members. Another part of the development programme was team coaching, which ensured that team work was supported, and applying efficient ways of getting jobs done, as well as effective communication in the team. During this coaching the working groups became aware of their strengths and weaknesses, but above all they learnt how to work as a real team. 

We combined one-to-one coaching with working with teams, which gave managers the opportunity to develop their skills in better leading a team. Part of their development also involved training using MBTI typologies, in managing people and in working together as a team. In the evaluation of the whole project everyone appreciated most of all the significant increase in team cohesion, that people communicated better and more frequently, and stopped keeping their experience to themselves. They enjoyed their work more and left the office each day with a greater sense of satisfaction. This was reflected in better mystery shopping results, and the firm also recorded an increase in sales.        


 

How to function as a team

Across the firms we work with on creating and implementing development plans, one managerial trait is seen repeatedly that is generally not deliberate but the result of ignorance. One method learnt by managers is chosen when managing staff, and they are not aware of and do not respect the differences between individual team members. As a result, staff working under them have little motivation, often feel misunderstood and do not perform as expected and as they could.

whole solution
Shared vision

“We and our customers became long-term partners. We provide them with high-end services,” said the general manager, explaining the new vision. Does this remind you of something? Turning a vision into reality is usually one of the most problematic tasks for senior and middle management.

whole solution
Zvýšení efektivity prodeje

Většina manažerů obchodních týmů se na nás obrací s požadavkem, jak zajistit, aby jejich podřízení byli aktivnější, získávali nové klienty a při prodeji přemýšleli nejenom tady a teď, ale i do budoucna a strategicky.

whole solution
Targeted sales communication

A large international company. The main income source is development and sale of products. The sales team does not respond to changes to products, and the sales plan is being fulfilled very slowly. Sales staff have serious reservations about communicating with the customer and selling the product . One of the most frequent requests from our clients involves such a situation.

whole solution
Coaching in practice

An important new issue came up in an audit of one of our retail clients: team members were not passing on their knowhow, information was being lost, and the resulting work was often not entirely in accordance with the original request. Most of the team members complained that they had a problem understanding what was expected of them and what their roles were supposed to be; as a result they were less willing to become involved in fulfilling tasks together. Their colleagues did not advise them or only partly, to avoid sharing their knowhow, and this prevented members from working as a team. Thus, everyone only fulfilled the essential tasks, usually only for themselves, based on snippets of information that they had acquired. The result of the activity was often markedly different from what the management had expected. The results of the customer satisfaction survey (mystery shopping) worsened, and the company lost clients.

whole solution
How to improve team communication

When working together with an international company, we realised that there were many failures in the operation of the finance department. It emerged in a conversation with the manager of this department that the cause was a lack of communication between team members. As a result, information was not being passed on, and the same activity was often needlessly repeated by a number of people at the same time. People were dissatisfied and did not enjoy their work. They were not able to reach mutual understanding.

whole solution