- Team Alignment – The Case of Getting Everyone on the Same Page
- Leadership Development – The Case of Turning Scientists and Engineers into Leaders
- Global Execution – The Case of Implementing Global Consistency
- Creating and Implementing a Vision – The Case of a City Government that Wanted to Serve its Citizens
- Spreading Best Practices – The Case of Overcoming a ‘Not Invented Here Bias’
Team Alignment – The Case of Getting Everyone on the Same Page
The Client – A global oil and gas exploration and producing company
The Challenge – The opportunity to develop reserves in an international offshore location created the need to blend the needs and interests of several investment partner companies with those of developing nations. The company had to design and manage a project organization and develop project teams and project team leaders to ensure that all parties would be focused, aligned, and committed throughout the lifecycle of the project.
Our Role – We provided consultation to the Project Leadership Team in several key areas, including:
- Designing the overall project organization.
- Defining the structure, staffing, roles, responsibilities, and accountabilities.
- Defining a competency map for each critical position.
- Developing a succession planning process to ensure critical positions would have qualified people ready as rotational assignments occurred during the project.
- Providing individual assessment and feedback throughout the process via the Project Team Alignment EXCELerator™.
- Providing ongoing consultation to the project team as well as executive coaching to individual Project Leadership Team members.
Results – The organization:
- Measured and tracked the development of the project team and the key project leaders throughout the lifecycle of the project.
- Facilitated the completion of a complex package of commercial agreements through collaboration and teamwork.
- Resolved significant governance issues without disrupting the project schedule.
- Achieved agreement on structure and staffing of the Operating Company ahead of schedule.
- Achieved increased levels of growth and development of the project team and its key functional leaders to meet project performance targets.
Leadership Development – The Case of Turning Scientists and Engineers into Leaders
The Client – A Fortune 100 global petrochemical company
The Challenge – The Company needed to accelerate the transition of successful scientists and engineers into vital, often informal, leadership roles. An effective transition would enable them to leverage their impact on a broader set of business functions. It was decided that this goal should be accomplished through a highly interactive leadership training and coaching program to be delivered worldwide with a high level of consistency.
Our Role – We worked very closely with a design team of senior technical leaders from the company’s major technical communities for one year. We identified the required leadership competencies, developed course content and instructional methodology, and then pilot-tested the course in North America, Asia-Pacific, and Europe to ensure global applicability and relevance.
- The course was launched on a worldwide basis and has a track record of being one of the most-requested courses in their organizational leadership program.
- An analysis of participant feedback at the end of the course and 3 – 6 months later indicated participants gained valuable knowledge and skills that they were using on the job.
- Course participants continue to report they are taking more responsibility for their own career development and identifying more opportunities where they can impact work prioritization, decision-making, and project performance.
Global Execution – The Case of Implementing Global Consistency
The Client – A global organization in the oil industry
The Challenge – To ensure that a globally negotiated contract for the new “point-of-service” system in a retail environment would be accepted by geographically dispersed subsidiaries and implemented uniformly across the world without local amendments.
Our Role – We designed and conducted workshops in each country as the project was rolled out. Participants were the global project teams from the company as well as the suppliers and their local counterparts. We also coached leaders to ensure uniform implementation.
Results – Each workshop produced a charter for managing the project in that country. The charter included such aspects as early warning signals to address problems, a shared understanding of decision making to ensure smooth implementation procedures, a conflict resolution protocol, and an agreed reporting approach between the country and its global partners.
Creating and Implementing a Vision – The Case of a City Government that Wanted to Serve its Citizens
The Client – A mid-size City Government organization
The Challenge – Like all municipal organizations, this City Government relies on individuals to provide exceptional public service with unquestionable integrity and accountability. The challenge was – and continues to be – to create an organizational culture in which employees at all levels recognize this mission, as well as to provide a leadership development process for city supervisors, managers, and executives to build the necessary skills and attitudes to support a service-oriented culture.
Our Role – Using our integrated EXCELerator™ System approach, we worked with the client to create a leadership service-oriented strategy. During our time with the client, we:
- Facilitated the development of a working Vision and Values statement.
- Developed a leadership competency model for the core leadership roles at all levels of the organization.
- Created and implemented a leadership curriculum, integrating experiential classroom sessions, workshop assignments, action learning projects, and informal learning group discussions.
- Implemented two versions of an online 360-feedback survey – one for participants in management positions and one for “peer leaders.”
- Administered Tercon’s Organizational Performance Survey to provide data for the integrated action learning projects and a baseline for assessing organizational impact.
- Aligned the leadership competency model directly to the organization’s performance management system.
Results – After two years of successful implementation, we are pleased to announce:
- The leadership competency model we developed is still very much alive. A full-color model is posted throughout offices in City Hall and continues to define the dimensions for developing and evaluating the effectiveness of leadership practices.
- The Executive Leadership Team has a more clearly defined mission in the organization and a more active role in the leadership development program.
- Past participants report experiencing greater personal impact in their areas of responsibility. They also express greater skills and confidence as they step forward as leaders.
- Decisions are being made at lower levels in the organization and people at all levels report being more engaged.
- The City has increased the level coaching for it leaders.
Spreading Best Practices – The Case of Overcoming a ‘Not Invented Here Bias’
The Client – A global organization in the petrochemical industry
The Challenge – In a mature industry where cost containment is an essential part of maintaining competitiveness, and where markets have operated with considerable autonomy, we were charged to identify best leadership practices and to spread them quickly – even though there was a “not invented here” implementation bias throughout the organization.
Our Role – Tercon’s role was to work closely with the global project team whose role had changed markedly during the previous five years. Initially, it was given the responsibility and authority to discover the best leadership practices in a particular area of the business and implement them globally to now one of primarily maintaining and updating leadership skills. To add to the challenge, this team had constant changes in its membership, which was drawn from many different countries and often based in more than one country at a time.
Our primary goal was to set them up for success. Initially, we conducted an intervention to:
- Synthesize and clarify the perspectives of “sponsors” and “stakeholders.”
- Create a team charter, covering such internal processes as decision making, objective setting, work monitoring, communication, conflict resolution, providing feedback, and celebrating success.
- Clarify expectations between team members and the Team Leader.
- Agree on a team development follow-through process, which included meeting every six months to review task progress, team dynamics, and team learning.
- The team markedly improved its effectiveness at distributing “best leadership practices” throughout the company.
- Members reported significant enhancements at understanding cultural differences and faster and more productive problem solving.
- Several Team Leaders have been promoted to manager larger projects in the organization.
- The team continues to provide value for this company and now exists as a Skill Center some five years later.