Case Study 3:
Interpersonal Issues Among Staff
A regional sales office for a large corporation contacted us because they were experiencing interpersonal issues among the secretarial staff. There were four sales managers and six secretaries. Each sales manager had at least one secretary, and each secretary reported to a different sales manager. As part of the information gathering process, we performed interviews with everyone involved to assess the strengths and weaknesses in the office.
We discovered no unified office structure and no strong leadership. There was a poor match of interests and strengths with tasks. This resulted in conflict because the individuals were not performing functions they enjoyed. With no unifying leadership, there was no one to help settle disagreements.
Based on the initial interviews and information gathering, we recommended Team Coaching for the group of secretaries. The first step was to utilize the Birkman Method. This tool helps individuals better understand themselves and others, as well as appreciate the differences among them. Using the results of the Birkman Method, we helped the group form a self-directed team. They assigned functions based on individual interests and talents. Even after the formal coaching process, the team continues to re-organize the office based on talents and interests as the group or functions change. “We strive to not only coach individuals and teams but also to teach them to coach themselves so they can continue to grow and develop,” says Jan Petty, Principal.
Once individuals began performing jobs they enjoyed, the team functioned more productively. This resulted in less conflict and disagreement and a harmonious working environment.