The director of the Marketing, Communication & Online Department asked ACT Partners to support him in building a strong and aligned management team within the department
Department and management team recently composed by “3 new hires” (seniority within the company : 1 year to 6 weeks)
No common vision for the department
Team focuses strongly on lots of operational issues, less on strategic objectives
No clear rules/ageements regarding the team functioning
Team development sessionof 1 dag focused on creating together the vision of the new department, starting from the vision of the 3 subdepartments and integrating strategic orientations by top management
Sharing mutual feedback in order to stimulate within the team a culture of open feedback
Defining together the “modus operandi” of the team with regard to team meetings and 121’s (frequency, agenda, rules,…)
Members of the team know each other better, are more comfortable in providing feedback to each other, and are aligned with regard to the common vision of the department
Remarks by Patrick
My role was a facilitator role. By respectful mirroring and asking the right questions, I supported the team to take a helicopter view, and to define themselves the vision and modus operandi.
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