Case Study #1

Situation: Two senior leaders of a Construction and Development company with over 500 employees and a diverse portfolio of national projects were at odds with each other, costing the company delays, inefficiencies, poor resource utilization, and other serious problems due to interpersonal conflict and chronic misunderstandings. The ongoing conflict had spread to their teams showing up as morale problems negatively affecting product quality and project schedules.

Action: Both executives had a genuine desire to get to the bottom of the conflict.  They realized that their conflict had negatively affected their teams and they wanted resolution. As president of The People Skills Group, I was called in to provide an initial assessment of the issues and establish a dialogue between the two leaders. Once rapport and trust were established in that first meeting, they hired The People Skills Group to tackle the bigger issues of reducing organizational “silos” and establishing a more productive working relationship.

Results: Through our Become a 360 Leader program, we addressed gaps in skill, knowledge and self-awareness that prevented the VP’s from operating effectively with each other and their teams. The two VP’s have been operating with a higher level of cooperation and openness, improving productivity measures across the organization from the executive suite all the way down to the construction trailers on job sites.

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