Christian Scholtes, TPCL Global Chair and the partner from the TPCL Romanian office, delves into the complex and often overlooked phenomenon of “Othering” and its profound impact on teams and organizations. Through his insightful perspective, Christian explores how this process not only affects interpersonal relations but also has broader implications for organizational culture and effectiveness. […]
Our client’s Marketing team, faced with a rapidly changing business environment, were left unsettled and in need of transformation. The client wished to improve both team & individual performance for greater organisational impact.
TPC Leadership designed a tailor-made program, delivered over 9 months, which greatly improved team cohesiveness. Through courageous conversations they were able to embrace diversity, developing as team and individual leaders.
TPC Leadership was commissioned by a media organisation to develop a high performance culture and leadership in a team of 20. During a tailored seven-month program involving workshops and 1 on 1 coaching, TPCL focussed on seven broad development objectives, as presented by the client.
The program was also recognised for the contribution it made to role-modelling good leadership and best practice in the organisation. Leaders were empowered to work more effectively with their direct reports and had been encouraged on good practice of leadership and performance management. Team effectiveness scores were raised by nearly 40%.
A Global Staff Survey manifested alarming rates of disengagement. Our client, a UN agency, was struggling to find ways of making the working environment safe for difficult conversations. With the goal of engaging the whole division in the co-creation of a ‘high performance team’ culture, TPC Leadership was engaged to support and advise management, to address root causes for disengagement and helped create a positive, proud and high performing culture.
Our client’s national sales team was experiencing a series of conflicts with technical sales support, specifically regarding roles and responsibilities which led to chronic feelings of mutual distrust. TPC Leadership was engaged to identify systemic root causes of the dysfunctional team dynamics, clarify and redefine roles. A shared agreement was reached during the team interventions on the need to shift away from the toxic climate and the behavioural practices and the communication protocols needed to achieve their goals.
Our client, the new department leader, was confronted with the drastic results of an engagement survey done across all teams. The leadership team were operating as islands with no collaboration between them. Our client launched an intensive improvement program to help develop the department and TPC Leadership was asked to support this development.
With TPC Leadership’s support, they discussed topics that had been on the table for years. The process led to greater ownership by involving team members in the overall plan & design.
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