Marcus Hacker by mifei

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									team apogee
Engineering Case Study An International Headset Manufacture
The Issues The work carried out at this company was initiated with an Apogee Performance Review which established the following: The Senior Executive expressed his general frustration with departments not pulling in the same direction. He cited several examples: 1. The engineering department making promises to meet production requirements and not keeping them. 2. The engineering department not releasing modifications on time. 3. Sales team not meeting targets. 4. Sales team not proactive. 5. Production releasing substandard product. Research The research within the team revealed the following: 1. That communications were not meaningful and were dependant upon proximity to the Chief Executives office. 2. Most felt unappreciated by the senior management. 3. A general sense of not being respected by other departments. 4. Many feared meetings with the Chief Executive. 5. Uncertain of their future as the parent Company is struggling. 6. Some expressed being in general overwhelm. 7. Frustrations with people not keeping to agreements. 8. Some people being generally stressed to a point of it being unhealthy. 9. That the Chief Executive would “going off on one” when things were not going as he thought they should. The Maslowian Profiling revealed that the Senior Management is Outer Directed; all of the Engineering Department is Inner Directed; all of the Sales Team is Outer Directed; and with the odd exception that the production Department is Sustenance Driven, which went some way to explaining some of the behavioural and communication issues. Individual Process It was decided that a parallel process of addressing the Individual issues at senior management level and the team issues was needed. The initial action was to invite the two senior members of the company to a leadership course which established two things: 1. The models and thinking behind what they where about to commit to 2. Time to consider their responsibility in what was going on within the company. The senior management were subject to two hours of coaching each per week for 10 weeks. Individual Outcome
Team Apogee Ltd. 09/11/2009 1 Case Study Engineering 1

team apogee
The Senior Executive reports: 1. Whilst he still wants “something more” and unsure what “it” is he is happier to live with life’s uncertainty and let it come to him. 2. He would not be still working for the company had he not been coached as to how to handle the stress generated by his position. 3. He is less reactionary when things don’t go as he expects them and gets less frustrated with people that he depends upon when they do not meet his high standards 4. He is less demanding upon himself and recognises his human limitations. 5. He has more respect for his team and now includes them in his decision making. 6. His decision making is a lot more purposeful now that he recognises the side issues that got in the way in the past. General Manager Reports: 1. He has a lot more time to do what he is employed to do now that he has dropped the day-to-day distractions he used to carry out to prove his position. 2. He has a lot more personal authority, 3. He is a lot more purposeful and confident about what he is doing and why he is at the company. 4. He has less of a need to be seen as a nice guy. 5. He is getting better at breaking rules to save a mission, doing what is unpopular but the right thing for the organisation without necessarily undermining his man management skills which tend to be collaborative and non-threatening. 6. He is working on making people responsible for their actions and following through with the consequences of people screwing up and to stop taking responsibility for others. Team reports: 1. Chief executive is less reactionary, more approachable and less frightened to challenge him. 2. General Manager is more visible as a leader and someone who will support them.

Team Apogee Ltd. 09/11/2009

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Case Study Engineering 1


								
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