A cross-functional team within a global pharmaceutical corporation faced immense pressure for success. Collaboration became increasingly challenging as one part of the team tended toward hasty action, while the other was less solution-oriented and disengaged. Tensions escalated, and some employees began to withdraw further.
Global Pharmaceutical Corporation
We achieved this together:
Increased trust and openness within the team
Addressing and initially resolving team tensions
Concrete actions for ongoing resolution of tensions
Appreciative and solution-oriented mindset
Four Winning Behaviors and Red Card Behaviors
1. Client Situation
2. Objectives
The aim of the two-day team coaching was to strengthen trust within the team and foster a deeper understanding of each other’s perspectives and expectations. Critical issues and tensions were to be openly addressed, with initial solutions developed. The goal was to cultivate a tangible spirit of a “Winning Team” by the end of the coaching.
3. Approach
Interviews: Each team member was interviewed beforehand to understand their individual viewpoints and challenges within the team. The anonymized results were then presented to the entire team.
Team Coaching Day 1: The first day focused on building trust. Each team member shared significant personal experiences, fostering deeper connections. The team then assessed their collaboration across nine dimensions to identify areas for improvement. Past examples highlighted successes and existing tensions, leading to a lively discussion.
To conclude, team members interviewed each other, discussing personal goals, challenges, and expectations regarding the team and their interview partner. This fostered trust and laid the groundwork for improved collaboration.
Team Coaching Day 2: Together, the team developed a vision for their “Winning Team” and derived clear behaviors that would move the team forward. They also agreed on behaviors to cease and how to address these in daily interactions. In closing, each team member committed to demonstrating two positive behaviors more consistently by the end of the year.
4. Results
- Tensions were openly addressed, and constructive solutions were developed.
- Appreciative exchanges and shifts in perspective within the team.
- Trust was established, creating a strong interpersonal foundation.
- Concrete measures to improve team dynamics were agreed upon.
5. Next Steps
In six months, the cross-functional team plans a follow-up coaching session. The goal is to measure progress in collaboration and behavior, as well as to assess success against established business objectives. If necessary, further actions will be developed to continue the team’s positive evolution.
