A technical start-up had experienced ten years of rapid growth, resulting in their achieving the Fortune 500. This mercurial rise put its expanding executive team under severe pressure. New business strategies, opening international markets, shifts in fundamental operating principles, and changes in key personnel had left the team off-balance.
Lack of clarity had caused them to miss revenue goals for the first time during the previous year. Without a united effort to meet fiscal targets, the company was on tenuous ground. In addition, the pending retirement of its visionary founder sent shockwaves of uncertainty about future stability cascading through the entire company.
This group was charged with the unenviable task of transitioning from a one-person dominated entrepreneurial form of leadership, to one centered around a highly functioning Senior Team. Extremely strong and qualified individually, it was unclear if this group would function cohesively as a unified team.
Planning a strategy with the Senior Executives, we performed a confidential Climate Study, evaluating operations, administration, and interrelationships of people and technology. It showed core problems, rooted in inconsistencies at Executive levels, with bleed-through to all sub-systems of the company.
The Executive Team met these issues head-on at a four day Off-Site at Triangle Training Center. Isolation at a quiet retreat setting, away from intensive schedule pressures was imperative. We designed a program to assist them in utilizing their own resources effectively. Sessions included indoor and outdoor simulations of actual issues, taking the group through progressive stages of team revitalization.