What does it mean to
WorkModern?

The Need

The team had been working fairly well together for the previous five years under a new leader. The leader had brought the group together in a new way and implemented better systems to work together; however, the pace and stress of the environment, being spread out across the country, being a mix of sales leaders and those who support the business, there was a tension and lack of trust building in the team.

The Approach

A two-day retreat for the team plus an additional third day a number of months later to support the integration and sustainability of the work. At the outset, we spoke to each team member about their perspective on the team and their hopes for the session, and that along with the culture assessment and consultation with sponsors, gave us the key areas of focus. The initial two days consisted of a deep dive into the assessment and the mindsets that support growing leadership competencies and create awareness of impact. Themes of trust, empathy, and a working session focused on one of their key challenges, served to shift the way the team was operating.  The follow-up third day explored communication and decision making skills. Between sessions the team had sustainability practices in place to keep the work alive.

The Results

The turning point for the team was the empathy exercise on day two. For the first time they were able to hear the unique joys and challenges of each area of the business, and what area needs for the rest of the group. This along with the mindset work we’d done, and the exploration of communication styles allowed each team member to truly see their part in the team dynamic, both in the strengths they bring but also in how they get in the way. They began to see themselves as the ‘first team’ which was new.

“We now have more open and honest conversations based on mutual trust, and there is greater personal awareness and insight into our behaviours.”

The Need

A well-functioning long tenured senior team of individual contributors needed to evolve into an excellent united and cohesive team. After years of doing things one way under one leader, a new senior leader took the helm and needed the team to function in a more cross-functional and innovative manner. The landscape was shifting and was becoming an increasingly complex environment with significant change and ambiguity. The new leader understood this would require the team to have greater cohesion, clarity of purpose, transparency of processes, and a willingness to explore new ways of working.

The Approach

Through conversations with each member of the leadership team, as well as with data gathered through a collective leadership competencies assessment, we identified core themes of focus that would enable and facilitate the development of a new culture. Through group work and a customized curriculum delivered over multiple touchpoints, we explored change resilience and adaptability as core skills for dealing with an increasingly ambiguous future. WorkModern also helped the team to clarify their purpose, values, and redefine the 'how' of their work. As a group they met between sessions to dig deeper and ensure integration and sustainability of the session work.

The Results

The clarity that emerged as the group identified their purpose, values and the nuts and bolts of the work itself proved invaluable. They began to move with greater alignment and focus. Moreover, the exploration of change itself, increased each participant’s self-awareness and willingness to stay engaged despite the ambiguity and uncertainty that was present. As they became more open and transparent there was also an increased willingness to consider new approaches, share ideas, learn what others do, all with the intention of improving how they worked together.

“WorkModern solidified us as a team in a time of great change, both before and during the pandemic. We were already a close and high functioning team; however, we needed to change how we worked to become more collaborative and cross-functional. WorkModern helped us better appreciate how we needed to behave to ensure that the necessary changes were both possible and sustainable. The impact of the work has been clear in the ways we’ve navigated the recent Covid disruption. The team trusts and supports each other, and has an increased capacity for tackling new challenges.”

The Need

The organization was steadily growing and expanded to a second location. The senior leadership, split across the two offices, needed to work as one team. Unfortunately, the leadership team was siloed, and brimming with distrust. Years of frustration, disappointments, and violations of trust had left scars; communication was suffering, and each leader was protective and territorial. Luckily, the leadership was highly purpose driven, and that sense of a larger purpose allowed them to continue to achieve good results; however, cracks were starting to appear as they faced a changing landscape. The leadership understood those cracks would continue to grow if the issues weren’t addressed.

The Approach

A series of group sessions for the whole team plus individual coaching for a few key leaders. The program began with individual interviews with each leader to deepen an understanding of the dynamics, plus a collective leadership competencies assessment to gather the pertinent data to help understand the team’s strengths and areas for development. The team sessions consisted of a mix of curriculum and working sessions where we explored concepts to realign the team, foster a trusting environment, and encourage a collective approach to leadership. Small group sustainability practices were established between sessions which encouraged a deeper integration of the material. These groups would change between each session, which allowed cross-functional relationships to deepen and trust to build across the team.

The Results

The team sessions and individual coaching enabled the increase of each leader’s self-awareness and empathy for their colleagues which resulted in more authentic and open communication. The team has noted that they are now more open to tackling difficult conversations face to face rather than avoiding or back channeling as they had done in the past. As a result of the more open and intentional communication, the team has become more effective, has stopped wasting time, and has strategies to move forward. The leaders have remarked that they are more aware of their own mindset and how they personally were impacting the team both positively and negatively. The work served to foster a shared language and deeper connection which they believe helped them to come together.

“We have learned some common language that is helping/will help us process some of the issues that we need to address. We are also “leaning in” a bit better to the less comfortable/cozy discussions/conflicts in a way that is more healthy.”

The Need

A team of executives, many new senior leaders, was struggling with direction, strategic thinking, conflict management, and cohesive leadership during a time of increased change. The SVP requested team coaching to increase collaboration & accountability, improve communication, and empower the leaders to become more resilient and decisive.

The Approach

A multi-touch point curriculum, with sustainability activities between session including individual coaching. The curriculum and coaching focused on bringing the team back into alignment, seeing past differences, and moving to bigger picture approaches to problems. Various leadership competencies were addressed including conveying vision, goal setting, and enhancing courage.

The Results

The team became more cohesive and focused on their communication. Rather than being “lost in the weeds” the team now steps up to responsibility with vigour and enthusiasm. Conflict is now managed and addressed in a respectful and timely fashion. They have developed a real culture of support and accountability amongst the SLT which has permeated their entire department and direct reports.