A large Chicago-based non-profit was struggling. Members of the leadership team were siloed, running their own departments and largely focused on their own functional goals. Communication was poor and frustration widespread. Some of the best people were bordering on burnout and others felt overwhelmed and undervalued. With the constraints of lean budgets and a lean staff, this non-profit wasn’t functioning nearly as well as it could.
The CEO wanted a unified approach to help the leadership team work in a more coordinated and cohesive way. Plus, she wanted her team to be more open to change in anticipation of a coming revised mission and vision.
What we did
In three half-day off-site sessions, we used a combination of experiential exercises, custom case studies, and the DiSC-driven Five Behaviors of a Cohesive team. Through their participation and the assessment results, these leaders identified the issues that were undermining their efforts. With a new understanding of their individual communication styles, they had a willingness to commit to new behaviors to support each other and further the agency’s mission. The focus on trust, communication and constructive conflict paid off.