CHALLENGE
In this case, there had been a move to a new senior management level with new management responsibilities. This manager was tasked with translating the top management’s new strategic focus to his part of the organization. The main challenge was a work environment with employees resisting the strategy.

FOCUS
We set out unlearning old habits not fit for the position and training new value-creating habits for the new role. We had a particular focus on decision-making, execution, and collaborating skills. We gave this manager new dialogue methods to deal with employees with a stagnant mindset and lack of commitment. We prepared the manager for different situations, which we then evaluated, to find a steady course of communication on the path to building trust. In addition, we worked on communication methods for across organization dialogue and to external stakeholders, preparing strong messages that could resonate with co-workers as well as upwards to top management.

RESULT
This manager succeeded in gaining the trust needed to create change, and the ability to stop a negative trend of turnover in the department. The manager was promoted to a new and larger role after this successful strategy communication process.