ALIGN GROWTH &
Your business operation may be changing due to market expansion, be part of a merger or acquisition, or simply have a new corporate vision that needs cascading and sharing throughout the business.
Peter Senge’s model of the five learning disciplines includes having a shared vision and states ‘Taking time early in the change process to have the conversations needed to shape a truly shared vision is crucial to build common understandings and commitments, unleash people’s aspirations and hopes and unearth reservations and resistances.’
There is nothing as certain as change for today’s businesses and managing change is key to your success. At Garlands we can help you develop and define your vision at all levels, whether for your executive or the creation of a new project team.
Our experienced business consultants, facilitators and trainers can help make your transition as smooth as possible by assisting in the process of designing and delivering your management development programme, leadership conference or team intervention.
We have a number of tried and tested programmes that Garlands have delivered for clients that meet specific needs for managing change and developing teams, including:
- Developing a Vision – a tried and tested full day intervention for up to 12 delegates.
- Merging Teams – when teams merge, often their purpose and values need re-aligning.
Call us now on 01827 722201 to discuss in more detail your requirements and scope of the project.
The merging of two teams meant the focus of the programme was on where the two teams were currently and what they needed in going forward as a collaborative single team.
More specifically they needed to:
- Identify team purpose within the context of the wider business objectives
- Improve team performance
- Improve communication between the two teams by having a better understanding of each other’s strengths and weaknesses
- Develop a responsibility for their decisions and actions in the future
Design and Delivery
The first session focused on identifying the team’s purpose within the commercial context of the business. Using an interactive metaplan to develop discussion and a common understanding helped focus priorities for the team whilst considering moving forward as a business unit and developing individuals.
With a clearly defined purpose, the MIT Model of High Performance was then introduced and the team allowed the opportunity to explore what this meant to the team within the context of their purpose.
A team challenge provided the opportunity for experiential learning with the review focusing on the culture and behaviours needed for high performance.