Case Studies

Team Development

A long-tenured, highly skilled work team was having internal relationship issues. The team had experienced several changes in leadership over the past five years and was divided based on allegiance to past or current leader. Friede Coaching and Consulting was called in to help the team get back on track.

Actions Taken:

  • Interviewed all team members and conducted a survey on team dimensions.
  • Analyzed and gave leaders and team feedback from interviews and survey.
  • Conducted meeting with entire team and helped team to own the results, reflect on the cost to the team, and begin to define what was possible through change.
  • Conducted follow-up meetings to align team around vision, define goals and roles of each team member, and work on skills for communication and conflict resolution.

Results:

  • Openness to try new behaviors.
  • Reports of increased collaboration.
  • Decrease in destructive gossip.
  • Clarity around each person’s role and how it impacts the bigger goals of the department.

 

Ombuds Services

A large franchise organization was experiencing increased stress between the franchisees and the corporate office, primarily over franchise agreement issues. A group of franchisees and corporate leaders decided to create an Ombuds Office to help hear and resolve issues earlier in the cycle and increase the communication between the conflicted parties. Friede Coaching and Consulting was called in to set up the new Ombuds Office.

Action Taken:

  • Based on previous experience creating Ombuds Offices, Friede Coaching and Consulting was able to quickly help the organization define staffing needs, awareness strategies, case handling best practices, and processes for sharing trends and themes to enhance proactive problem solving.
  • The Ombuds Program was piloted in two regions for 10 months and then rolled out nationally.
  • Wendy Friede acted as the Ombuds for this organization.

Results:

  • Franchisees from across the country have used the program.
  • In many cases the Ombuds was able to connect the franchisee to the appropriate people for resolution and serve a role in helping the two communicate more effectively.
  • In some cases new options were considered and decisions changed.
  • Many times the outcome was the franchisee better understanding why a particular decision had been made.

 

Leading a Multi-Generational Workforce

A large financial company was receiving some feedback from employees that it seemed to be getting harder to motivate, communicate and generally lead their work teams. Some of the issues were defined as “generational.” Friede Coaching and Consulting was asked to work with a group of leaders to help them build their effectiveness to lead across generations.

Actions Taken:

  • Talked with leaders across the organization to better understand the issues.
  • Designed and delivered a series of group sessions for leaders to discuss issues and gain skills in five different areas: 1) Recognizing the basic characteristics of four different generation groups; 2) Communicating effectively to the generations in their preferred manner; 3) Recruiting and retaining talent from each generation; 4) Providing positive and constructive feedback to different generations; 5) Understanding career planning as seen by each generation.
  • Helped the organization look at its internal systems and how to adjust them to meet the needs of the various generations.

Results:

  • Leaders reported being more aware and using new skills immediately.
  • Human Resources committed to looking at its performance management and recruiting systems to align them with the needs of the various generations.

 

Individual Coaching

A vice president of technology of a large company was seen as very tactical and not strategic enough in the current environment. The leader was also having difficulty attracting and retaining talent due to his micromanagement of his staff. Friede Coaching and Consulting was called in to work with the leader to develop broader perspective of his role and need to lead through others.

Action Taken:

  • Collected and provided 360 feedback for the coachee.
  • Developed an action plan to help the VP redefine his role and adopt new behaviors that would allow him to lead through others.
  • Coached VP on increased opportunities to share his thoughts and vision with his peers and direct reports.
  • Helped VP to create a safe environment for peers and direct reports to provide feedback to him so that he could make behavior adjustments.

Results:

  • VP able to communicate more effectively regarding his vision and goals for his team and enroll his team through this effective communication.
  • VP reported feeling less stressed and his direct reports felt more valued.
 

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