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Case Study:
International Manufacturing Company
Personnel Problems:
Difficult people. Those belligerent, negative employees and co-workers who rob people's energy, joy, momentum and productivity.
The Challenges:
- Transforming problematic employees into top-producing team members.
- Releasing upset - fast.
- Saying "no" in a way that builds rather than destroys team members.
- Creating a cultural immunity to the negativity of a few.
The staff of this new division was a hand-picked, high-level group of individuals who had to be brought online quickly by their new director.
Almost from the beginning, the director was plagued with people problems; complaining, politicking, lack of cooperation and outright subversion. His friendly leadership style lacked authority and it didn't take long for his team members to be walking all over him. Unless he could break this cycle, his opportunity in this position would soon be lost.
"When I saw that the problems largely stemmed from my own behaviors, I was a bit embarrassed. But, at the same time, I felt a huge relief because now I had the insight and tools to implement change. My team now has a respect and support for me and for one another that I didn't think was possible. What's perhaps even more important, I have a greater respect than every before for myself and my ability to
contribute to the company." - Director
The Pathways to Leadership® Tools and Concepts
Note: The following steps represent only a few of the key concepts and tools
applied in this case study.
- This manager discovered the Pathways to Leadership
approach to giving guidelines and began implementing
it immediately. Guidelines were now communicated clearly
and firmly. Respect was restored and his staff moved to
a whole new level of cooperation.
- Using the 4 Keys to Saying 'No' enabled him to maintain his authority without demoralizing the staff.
- The team began to consciously focus on the positive, constructive qualities of one another. This eliminated the tendency to label others and react accordingly, creating a cycle of disempowerment. Most of the staff recognized where they were doing this and brought the pattern to an abrupt halt.
- After he diligently applied his new skills for a couple
of months, there was one employee who remained steadfast
in her resistance to fully applying her talent to the team's
vision. When our manager let this person go, the entire
team was relieved and accelerated even further in their
progress.
Learn more about the Pathways to
Leadership programs. back to top
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Poor Morale