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Examples of cases dealt with by CCC > Power Struggles and Competition
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Performance:
originally very active people start underperforming, wasting their
time, losing appetite. A lot of CCC clients are excellent workers, but
seem to have lost that drive. They are looking to rediscover it; they
want to work harder again, better and with more pleasure than ever. But
they will need a deeper personal understanding, one that can only come
via an expert’s external view.
The performance levels of teams can start eroding without clear cause or reason; subordinates start wasting time. Often a smart and quick analysis of history and interactions, personalities and behaviours needs to be made to help find solutions to make the team work again. After such a tiring period, managers are happy to find some support in how to motivate their teams again.
o You know
you’ve got a winner in you, but why is he
or she not coming out
as
such? o You are preparing a restructuring with significant cuts: how can you keep assured that the same amount of work gets done by a minimum of motivated people.
Power struggles and competition: a lot of CCC clients have experienced that people who are much less smart or competent than they are surpass them easily on the corporate career ladder or become arrogant and disrespectful. Some say their reputations are being damaged. Others come when a round of promotions is announced and they need the extra input to make them stronger and give them a better chance of winning;
o A
manager boycotts the execution of decisions and starts
opposition to
strengthen his own position, and maybe to
eliminate colleagues;
o
A
bright young professional has noticed that things are not
going all by themselves like they
used to;
o
The
person who always stood out all of a sudden starts
find it difficult to get noticed
by managers;
o
People who have gone their own way always, all of a
sudden find
themselves on a lonely route that looks like a
dead end;
o
A team shows more loyalty
to an informal leader than to
the appointed
head or to the company;
o
Someone mid-career starts
to realise the time of partying and
doubting where to go is over;
o
External
input to improve business structures is being
fought, out of
fear of one’s own position;
o
A
senior manager had been a respected authority but saw
his authority fading without knowing
why or how to reverse the process;
o
You try to work in a
collaborative way with your employees,
but the more you ask their
advice, the less happy they
become.
Ownership and
authority:
in company structures that become more and more complicated and
therefore vague, leaving lots of excuses for subordination and
misplaced criticism. Sometimes you notice that your team, your managers
or your colleagues no longer seem to have the company’s interest at
heart. Whatever your position is, there are ways of refocus loyalties,
in order to raise efficiency through commitment.
o After a merger,
some employees consider the new structure enemy-like; o Outsourcing, contractors:
where lies the loyalty?
Limits: drawing limits and getting them respected is a skill that is intertwined with personality and style;
o
In some departments, shouting and insulting is part of the
normal communication during
stressful moments; o
Unions report a high level of harassment cases in your
company,
far higher than average. They blame the
management.
Communication: good communication is difficult, perfect communication impossible. You can learn to be in charge of your own communication accepting the effects it will have, so you can stop the complaining or turn it into feedback. Every minute your people spend complaining, they are not working. Good communication has a direct and positive effect on stress levels an performance – always.
o What does all that
complaining about communication
mean?
o The company is going to be taken over or is going to merge or restructure, but rumours spread faster and easier than corporate communication.
Conflicts:
CCC has been used to resolved conflicts in challenging corporate
settings. Conflicts are the prime source of stress and can eat
you and your employee’s time,
but are difficult to solve in a way that they will not come up again.
It’s in the solving of conflicts that the true manager can show what
he’s worth. Good problem solving is also problem-preventing and it
raises efficiency levels.
o
Harassment, bullying, sexual harassment: what is really
going on, how to deal with it; o Union representatives are brought in making the conflict even more challenging
Management decisions,
Change and how people absorb it:
leaders and companies want to make the implementation of their
decisions and programmes even more successful by incorporating
attention to the non-technical, psychological dimension of those who
execute the tasks. They want to raise efficiency by dealing with people
issues and group dynamics. Increasing employee engagement.
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