The Case of Bickering Leadership Team

The Case of Bickering Leadership Team

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The Situation

The CEO confided in Alan that she was extremely frustrated. Her leadership team was constantly bickering, engaged in what she called destructive conflict.

She asked Alan for help.

What Alan Did

Alan interviewed all the leadership team members. He discovered that when asked about the past events that formed the organization, it was about times of great stress for the organization, where the very survival of the company was in question.  There was always bickering, however in those moments, the arguments were constructive. They were about how to solve the impossible problems.

Alan showed the CEO and the leadership team that the root cause problem was not the arguments. The problem was that now that the organization was highly successful, they had lost the mutual driving goal of survival.

Alan worked with the CEO and the leadership team to develop new big scary goals. He then helped the team to develop a strategy.

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The Results

There were still lots of arguments between very strong leaders. Now, however the arguments were constructive, in buliding both strategy and trust.  The team was now using the heat from their arguments to accelerate towards their next major success.

 

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The Case of Bickering Leadership Team

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A Paradigm Shift in Leadership

The CEO of a 500+ person high-tech development organization had recently hired a very strong CTO. He began to wonder if perhaps he was “too strong?” The CTO seemed to be doing the right things, but in doing so was upsetting many of organization’s employees.

The Case of the Slow Software Development Team

The Case of the Slow Software Development Team

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The Situation

The executive team was quite frustrated. The competition was catching and sometimes passing their company.

The software development organization seemed slow and expensive. On top of that, defects in the software were an embarrassment that the customers were very unhappy about.

Meanwhile the software development team composed of about 40 people had a sinking morale.

What Alan Did

Alan worked with the organization to quickly identify the barriers to speed and more importantly, what the real potential of the team could be.  This was a complex engagement with many moving parts. The following are the critical actions that started the solution in motion.

  1. Alan showed the software team how to measure the speed of the software process. They used control code and examples compared to the current state code. It was clear that with investment they could go a minimum of 10 times faster.
  2. With Alan’s guidance, the team identified the critical code to replaced.
  3. The team also built a business case for upgrading tooling that would lead to the fastest speed to value.
  4. Alan worked with management to identify the right team and structure to invest in creating the future foundation of software and process for the organization.
  5. Alan focused everyone on the speed to value!
  6. Alan coached the new team to a successful conclusion.
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The Results

The team achieved far better results then management or the team expected.

They were able to add new features to the code base in less than a week that had taken two months with the previous code base.

Creating features that were impossible before were now not just possible, but quickly created and deployed.

Further, the morale of the team was now very high and attracting new talent to the organization.

They were far better than 10 times faster.

They were fast and accelerating.

Recent Case Studies

The Case of Bickering Leadership Team

The CEO’s leadership team was constantly bickering. After achieving great success, they seemed to have lost their way.

The Case of the Slow Software Development Team

Management and the software team were at odds. Each blamed the other for the slowdowns and delays in their development process.

A Paradigm Shift in Leadership

The CEO of a 500+ person high-tech development organization had recently hired a very strong CTO. He began to wonder if perhaps he was “too strong?” The CTO seemed to be doing the right things, but in doing so was upsetting many of organization’s employees.

A Paradigm Shift in Leadership

A Paradigm Shift in Leadership

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The Situation

The CEO of a 500+ person high-tech development organization hired a very strong CTO.  He was wondering if he was perhaps “too strong?”  The CTO was doing the right things that needed to be done, however, in doing so he was upsetting many of the employees.
In talking with Alan, the CEO knew that he had to make a change or he would lose key engineers and they would be followed by others. In firing the CTO he would lose a valuable resource and a significant amount of time and money.
The CEO and Alan worked out a mentoring plan for the CTO.

What Alan Did

There were four critical things Alan did for the organization. 1. He showed the CEO and COO that there are a number of different models to work together. The CEO and CTO were surprised to discover they were working with two completely different models and mindsets. Getting their models aligned helped them and the organization immensely. 2. Alan did a leadership team 360-degree feedback.  This included the CTO but also added others in. This enabled the next two critical steps. 3. Alan mentored the CTO on how to use his marine background in a way that worked in the world of high tech development. 4. Alan mentored other key players in how to work with the CTO and how to help him achieve his objectives and keep organizational morale high.

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The Results

The CTO became a beloved leader in the organization. People really respected that he held a high bar for achievement that was needed by the organization.

Recent Case Studies

The Case of Bickering Leadership Team

The CEO’s leadership team was constantly bickering. After achieving great success, they seemed to have lost their way.

The Case of the Slow Software Development Team

Management and the software team were at odds. Each blamed the other for the slowdowns and delays in their development process.

A Paradigm Shift in Leadership

The CEO of a 500+ person high-tech development organization had recently hired a very strong CTO. He began to wonder if perhaps he was “too strong?” The CTO seemed to be doing the right things, but in doing so was upsetting many of organization’s employees.