A Few Clients that Found Value with FireFly
AT&T
Cisco
Cox Enterprises
Dell
Hitachi
Microsoft
Nielsen
PowerPlan
Turner Broadcasting System
Arby's
Carters/OshKosh
Chick-fil-A
Coca-Cola
Home Depot
HoneyBaked Ham
Johnson & Johnson
Macy's
Mercedes-Benz
Ralph Lauren
Sotheby's
Agnes Scott College
Emory University
Georgia State University
Georgia Tech
Morehouse College
Rhodes Trust
Stanford University
University of Georgia
Westminster Schools
Wharton
Equifax
Federal Home Loan Bank
Global Payments
Inveso
Regions Financial
SunTrust Banks
Cotiviti
Grady Health System
Kaiser Permanente
McKesson
Piedmont Healthcare
Solvay
Arthritis Foundation
Atlanta Community Food Bank
Bill & Melinda Gates Foundation
Boy Scouts of America
Boys and Girls Clubs of America
CARE
Habitat for Humanity International
Home Depot Foundation
Kellogg Foundation
Points of Light
SHRM
United Way
CEO saw the need to move in a new strategic direction and needed senior
leadership to understand the current reality and work collaboratively and creatively to
reach agreement on how to execute on that strategy.
Brought the senior leadership of the organization together for a single meeting to hear and understand the same current reality the CEO sees. We then took the group through a visioning exercise to ensure strategies were consistent with their mission, force field analysis, strategic priorities, goals, measures and action planning.
The organization developed a new strategic direction and plan that everyone
signed off on and enabled senior leadership to present to their teams to in a consistent manner.
Leader trying to create team accountability instead drove team members away from supporting each other. The leader knows they need to work together differently than before, yet he was so used to driving individual accountability that it was hard to get them to want to work together.
We interviewed each team member individually and were able to give leader anonymous, direct feedback on how he was acting as a barrier to the very thing he wanted to create. We worked with individual team members to help them better appreciate how each person contributed to the effort, and redesigned the staff meeting.
Tough issues now can be raised safely, and members of the team have joined together to address the difficult problems.
Some team members were not gelling with the team, causing problems with effective collaboration on projects.
We took them through a "day in the life" exercise. This included HBDI analysis to build trust and appreciation for the way that others on the team thought and introduce the concept that diversity of thinking styles is required for greater innovation, and evaluating how they act under pressure.
Team members learned how they affect each other, what their individual strengths are, and how the differences between them result in a stronger team. They are more creative in their problem solving and more productive in implementing solutions.
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