Performance partnership
Performance partnership
The successful medium-sized trading and service company employs around 560 people. The technical field service (around 160 employees) is now managed by the office staff using new software. The previously self-managing field service now feels constrained by the centralized management.
The working climate and market performance are significantly impaired. The employees in the office and field service no longer see themselves as a team when working together.
The mutual communication is described as rough and demanding.
Operational processes are critically impaired.
Goal of the division management
The performance partnership between office and field service had to be revived quickly.
Our task
Planning and implementation of approx. 15 employee workshops from office and field staff.
When operations are bad, they immediately become strategically important. That is why the department heads attended every workshop.
In the mixed teams (office and field service), mutual expectations were clarified.
Inconsistencies were clearly formulated but dealt with objectively: the requirements of the new disposition and their effects were presented as strengths and weaknesses. Suggestions for changes were developed and weighted.
Technical errors are immediately catalogued in the background after each workshop in order to identify problem nodes. Errors are eliminated with the highest priority and necessary adjustments are made to the process.
On the one hand, the joint performance process matured - at the same time, the perception of those involved relaxed.
Conclusion of the department management
“You channelled the resentment, fears and emotions very well. This meant that our employees were open but also solution-oriented.
The joint events brought people closer together again. The practical work brought the team together again!”
Our summary
"People who are passionate about their work get angry when they are hindered in their work. Where strong emotions hinder operations, management must show its colors.
On the one hand, employees need an outlet and on the other hand, a new reference point. Sometimes, a simple reframing helps. That takes energy. But as long as the participants still want to belong to the group, it is possible to convince them with an authentic attitude.
This could only succeed because the manager acted in an exemplary manner!”
