The Tyranny of the 'WHAT!?!??'
The Tyranny of the What sets in when the purpose, core values, healthy culture, and identity of the organization (the 'Who') takes a back seat to the busy work of the organization (the 'What').
When this happens, team cohesiveness, productivity, and momentum quickly fades and is replaced by dysfunction, distrust, and silos. Ultimately, the team remains busy but becomes less effective.
On the contrary, people work more, give more, and sacrifice more when leaders invest in and appreciate 'Who' they are as much as 'What' they do!
"The more complex, political, or fast paced your organization is, the more human it needs to be."
We take you deep inside your organization, beyond your product or services, and help you rediscover or create the inspiration, values, identity, and energy behind all you do (the WHO) and embed that into your work and practice (the WHAT). The goal is to build healthy, cohesive teams, reduce turnover, and achieve outcomes faster.
"When the 'Who' gets depleted, the 'What' gets distorted!"
"You came during a critical time when our team was experiencing several challenges in regards to communication and trust. You were able to help us
CREATE A SYSTEM AND MEANS OF COMMUNICATING TO STRENGTHEN THE BOND AND WORKING RELATIONSHIPS WITHIN THE PROGRAM...
We plan to continue using your services to develop our leadership teams..."
PROGRAM DIRECTOR, CITY AND COUNTY OF SAN FRANCISCO
An Example of Our Work
An executive leadership team had reached such a high level of dysfunction that 3 of the 9 leaders left on medical/stress leave. The work began to fall through the cracks because the dysfunction spread like a disease into other departments. The impact on the communities they served weakened. No one spoke up in meetings, yet had plenty to say after the meeting concluded (hallway meetings). The new director was a task focused, results driven leader while the previous director was more lenient and complacent. The new director wanted the teams' performance to increase, but the team resisted.
The great thing about this team is they knew they were dysfunctional and thought their work was important enough to call one of our coaches to help them work as a team. We used the Tyranny of the What to help them define the type of team they desired to be, how they each work against it, and what they needed to change to get there.
The execute team never became best friends, but they did manage to buy into the behaviors that elevated the morale and the morale of their own teams they were leading. There numbers increased and programs once again operated at capacity.