Clash of the Titans

The CEO and CFO of an international database software corporation drown the surrounding managers in a wake of embattled miscommunication. Can the working relationship be salvaged?

PARTICIPANTS:

Top level decision-makers including Vice Presidents and Managers

GOAL:

Correct dysfunctional team with a Team Building seminar.

BACKGROUND:

The CEO and CFO of the division were having a very difficult time communicating. Misunderstanding one another at every turn, they were taking every communication "the wrong way." Work was not getting done, and they were accusing each other of incompetence. Other team members were drowning in the wake of their storm.

REVELATIONS:

Behavioral Style analysis showed the key players to be intensely opposite styles. Competitive environments increased this intensity. Pressure and lack of prioritizing meant that they did not learn about each other or take time to understand each other.

As this was discussed, both came to realize the tremendously intense strengths and associated weaknesses each brought to the table.

Their understanding of each other (and themselves) grew.

 Opposing communications styles made them realize the reality of the differences, and that they were not based on a right or wrong way of doing things.

The emotional side of their misunderstandings embarrassed them, and they were relieved to find pragmatic strategies for adapting to each others' styles in a manner that was productive for their team efforts and long-term goals.

SOLUTIONS:

Using the advanced DISC behavioral style analysis reports, the two people involved were empowered to utilize an objective, neutral language with which to share their preferred communication styles.

Instead of making value judgments about their differences, they learned to understand the strengths and challenges of their own style - as well as the styles of others. Armed with this understanding, they not only gained insight but also learned to adapt to one another's behavioral style preferences.

BOTTOM LINE:

A paralyzing leadership struggle turned into a true friendship (according to a letter received two months later). Each had something different, and valuable, to contribute to the projects important to both of them. The team has soared.