Building new teams following a merger of branch outlets in the Telecoms market
A major Telecoms provider had recently undergone a merging of 3 groups of branches (approx 250 people). Whilst this had been successful from a procedural aspect, they realised that they needed to work with their people to gain their commitment to the changes. They approached us with two objectives in mind:
- To bring their employees together to recognise that they were now one team and look at ways of how to work together more effectively. Whilst also aiming to get the workforce to start thinking and implementing changes for themselves
- To identify potential team leaders for the new organisational structure and for the future
After consultation with the leadership team, discussing where they currently were, their culture and future vision, we designed a half-day programme to achieve their two objectives.
Two workshops were delivered to show by working as one team, more could be achieved, whilst allowing the natural leaders to demonstrate their skills. An element of pre-course work was issued in the format of Belbin, which is a theory that looks at different roles people play within a team, this helped them understand the principles of effective teams.
All employees understood how each person has different strengths and weaknesses that can be used to make the team more effective.
Communication was also recognised as a key component in ensuring that the merger of the three groups went ahead more smoothly and weekly update sessions were organised with the leadership team.
Many met their new colleagues for the first time, ensuring that relationships between the three groups had begun to develop. In addition, 6 new team leaders were identified, which enabled future succession planning for team leaders.