Long-term experience in various industries
Energy Industry and Services
- Production and sale of electricity, heat and gas.
- Electricity production using nuclear power.
- Machinery and equipment manufacturing.
- Technical wholesale and services for industry and healthcare.
Expert Services and Consulting
- Auditing, tax and legal services and management consulting.
- Financial management and accounting services.
- Attorney services and business law.
- Construction planning and consulting.
- Project personnel rental, especially for the energy and industrial sectors.
In Addition
Among others, from the restaurant industry, the manufacture and sale of fertilizers and garden supplies, higher education and research, development and innovation activities.
References
Problem
The culture of working together had been hit by situations that led to blame, among other things. Discussions were stagnant and protracted. The rest of the organization did not see the management team as unified. There were many different rules of the game – they were mostly laughed at. It was hopeless to take new operating models down to the level of the person in charge. People experienced great injustice.
Results
Understanding of diversity was built on a new level, which enabled a more open culture of discussion. KPI and job satisfaction results of the business unit were shared, as well as personal failures and good tips for growing as people in a good spirit. We committed to make sure we appeared unified.
After the process, only one unified message came out of the team instead of all the hallway chatter. Tasks were distributed in a new way in the management team, which took into account individual differences and strengths. Resources were moved between units more flexibly, eliminating the need for additional recruitment when employees retired. In the final measurement, there was a significant increase in team trust, conflict management and accountability.
Problem
The unnatural team formed on a fast schedule had to be put into operation as soon as possible. People came to the project from their line jobs and project-related employees were recruited for the project. The previous similar project reform had failed and cost a lot of money. The first big problem of the project team was to figure out how to get line employees to support the project and see its benefits. The second challenge was to bring people from very different corporate cultures together to create common operating models and rules for them.
Results
Project and line managers created common, new management practices. So that everyone knew what the others were doing in their own roles, a responsibility distribution matrix was created. The managers used the skills they had learned to coach the project to complete the project on schedule and within budget. In light of the indicators, there was a noticeable development in the project team’s level of trust, ability to constructively handle conflicts, and accountability towards each other and agreed decisions.
Problem
The team leader wanted to take a part-time retirement, become an expert and find a successor to lead the team. In addition, the team wanted to offer the new leader to be recruited the opportunity to start working with their team with the help of a professional coach. The team was the most productive and satisfied in the company. There was no way to spare either of them, so failure in both recruitment and team building was not an option. In addition, there was a need for solving unefficient meetings and an uneven distribution of a workload.
Results
As is the case with high-level teams, the participants felt “There’s probably nothing new here”, but again the feedback was “We talked about completely different things than in everyday life”. There was a big increase in trust, which enabled the development of a feedback culture. A more open feedback culture helped to build a much clearer description of the operating process than before. Everyone was able to have an impact and felt that they had been heard. In the end, the process included six clear points, deviation from which would result in immediate intervention – A stepping in became an important part of genuine caring.
Problem
Team Leaders wanted to grow from good to great, which Jim Collins has written an excellent book about. Supervisors´ initial measurement results showed that they were already at a really high level, however trust and accountability still needed some effort. They wanted to increase goal-oriented leadership and streamline processes.
Results
The only team I have ever coached that has reached the highest level in measurements. The team greatly valued thinking partner sessions together. The MCR program made it possible to be present for each other. We summed up achievements and made milestones for future goals, made to-do lists. We trained the core skills of coaching for the participants. The feedback culture rose to a new level of depth. In addition, we also discussed what not to do and what basic things we should humble ourselves to practice, even if we are already at the top. According to research, staying at the top is often harder than getting there.
Problem
Typical challenges in corporate culture were related to lack of leadership. Often times people would say: “yes, we have thought about it, but something happened and we just haven’t achieved it yet”. The customer wanted to start right away with a new management team so that the old culture wouldn’t just drag the level of cooperation down again – into partial optimization. The company’s profitability had been declining for several years.
Results
The team found its reason for existence and its main task. In particular, the team members’ commitment to each other and to a decision making made collaboration to rise on a whole new level. The meeting culture became active and present. It was more difficult with big decisions for a long time, but as mutual knowledge and trust were gradually built through actions, they also dared to make difficult business decisions. The new management team were able to increase turnover by 20% in its first year of operation. The operating profit percentage also increased by a few units.