• Problem:

A family-owned company was facing serious internal problems: the members were divided, and the relationships with the new members had deteriorated over the years. 

Parents, sons, daughters-in-law and sons-in-law were constantly at odds, which affected both the strategic decisions of the company as the dynamics of the family. 

The lack of communication, the resentment accumulated and the reproaches between them, causing a dysfunctional work environment. 

The co-workers, fearful of taking a stand, they stood on the sidelines, which caused a low level of engagement and productivity.

• Working process:

I began the process by conducting interviews with all members of the family to understand the underlying dynamics. 

Then, we work on the definition of what we wanted to achieve together as a family and as a company. 

After a thorough diagnosis, I propose a specific methodology for family businesses, focused on improving interpersonal relationships and decision making.

We implement new formats for the board meetings, clearly separating the spaces for conversation, decision, and execution. 

I also helped the family identify and resolve loyalties and conflicts that desordenaban the system, addressing the laws systemic structured way.

• Result:

It ended the fighting and rebukes. The members began to honor the core values of the founding family. 

The younger generations were able to deliver innovations in processes, new technologies and strategies, which allowed the company to expand its market. 

The harmony was restored by generating a climate of trust and collaboration. 

As a result, the company improved its position in the market and experienced a significant growth in its profitability.

• Problem: 

Esta company was caught in a spiral of dissatisfaction. 

Its founder was overwhelmed by the high turnover of staff, the constant complaints, and a work environment toxic. 

The poor working environment, the anger, and frequent lack of communication between co-workers affect severely the performance of the company. 

In addition, the sales targets were not met and the quality of the services was increasingly low. 

• Working process:

I decided to intervene in two stages. 

In the first, I started with an intensive training of leadership for the founder and the people who reported directly.

During this training, I helped them to identify their own patterns unproductive, as their lack of mastery emotional, his inability to delegate tasks and the lack of team work which generated a culture ineffective. In addition, we work on the creation of a shared purpose for the company. 

Then, we select the key partners to be agents of change and de-link ourselves to those that encouraged and maintained a culture unproductive due to lack of human values..

In the second stage, we set up the change. 

We set the stage for an organizational culture, effective, beginning in the founder and the managers, who were to lead with examples of assertive behavior and performance. 

Changed the structure of work for employees to feel that their views were listened to and valued. 

I made coaching sessions are customized for the employees, and we held workshops, communication, negotiation, and team building to consolidate the learning.

• Result:

With the passage of the months, the climate of work has improved significantly. 

Disappeared criticism and rumors, and the employees began to engage genuinely with their work. 

The company managed to create a culture of respect, empathy and collaboration. The quality standards have increased, and the sales exceeded the targets set. 

The shared purpose of generating economic value with human values are reflected in the daily interactions between the team members, creating an environment of well-being and psychological safety.

• Problem:

The company was in a situation of grave misalignment between its two major areas: production and sales. 

The leaders of both departments did not communicate, not coordinated and they avoided collaborate between them. 

This affected the efficiency of the equipment, and delayed the arrival of the products to the market. 

The teams were unmotivated, and the lack of cooperation between the leaders impacting the bad decisions that ultimately detrimental to the overall performance.

• Working process:

HR contacted me and we set up a process of coaching 5 sessions with each leader to understand the root of the problem and how each one of them was contributing to the misalignment. 

In the case of one of the leaders, there were three additional sessions to work on their unproductive patterns and help you to become aware of how their behavior is affecting the team.

In the next phase, we work with both leaders in coaching sessions in duo, where we boarded the points of conflict, and help develop new skills to reach agreements more effectively. 

Subsequently, we conducted a series of plenary meetings with both teams to share learnings and to establish a new culture of work aligned to the nuclear culture of the organization with shared agreements and demonstrable.

• Result:

The leaders began to work together in a collaborative way. 

Communication improved greatly, and both teams were aligned to the objectives of the organization.

The products started to get to market quickly and effectively, making climbing the economic performance of the company.