greytogreen helps build a new foundation for team communication at a global chemical company.
Our management team was having trouble implementing a new business strategy, even though a clear written vision and roadmap had been communicated to employees. Our two leaders seemed to be moving in different directions and lots of energy was being lost in second-guessing and infighting.
We began by interviewing all team members and the company’s two leaders to determine their individual perceptions. We then invited the two leaders and the team members to participate together in our two-day core workshop to lay the foundation for addressing their challenge. Each team member chose to take part in the workshop themselves, which resulted in a very different starting attitude than if they had the perception of having been “sent”.
Based upon the newly acquired skills of introspection and communication and the mutual empathy that was developed during this shared experience, the team was able to engage in a highly productive process during the second half of the workshop.
The team built a new leadership framework, consciously and calmly checking and challenging their various conflicting viewpoints. They questioned and clarified their individual motivations, removed obstacles to understanding, and created alignment where entrenched positions and lack of true dialog used to reign.
The team acquired a deep awareness of the existence of “different points of view” versus “being invested in one’s own position” and this constituted a new foundation for communicating and engaging with each other. The whole group now owns their revised, enriched vision and leadership framework and has commited to openness and authenticity wherever future misunderstandings and conflicts might arise.
Living the greytogreen process together for two days serves to open up minds and hearts and to reconcile entrenched positions. Infighting ceases and future team challenges are solved more easily when all team members share a common process and vocabulary.