This executive came into the company as a virtual unknown. The CEO knew that he needed to bring in someone who could help a struggling division…
This division was struggling internally, and consequently, productivity was down. As a team, there was polarization and a lack of trust within the division causing a decrease in team cohesiveness and moral.
I asked her, “What was your strategy in turning this division around?”
“I knew that this team did not know me, and thus, I had no trust or real credibility with them. Therefore, I knew that I must earn the right to lead them. This opportunity was not about me. It was about this division reaching the potential I knew they could reach.”
“I spent the first several months learning first hand what this team was about. I worked on the floor, and then I investigated the culture by spending one on one time with the team members. I asked lots of questions, and then I listened to their answers.Finally, I made it clear that I did not have all of the answers, but together, we could change our culture and our company.”
The results speak for themselves. This VP’s team has risen from the lowest division in the company to the division that everyone in the organization is following.
Other divisions are learning from this team about process, teamwork, and productivity. While her team is not perfect, she has built a strong, healthy division that is a leader in their industry.
The company is developing a strategic plan to grow their organization. Who do you think is the front-runner to lead this effort? There is no doubt her leadership is powerful and effective.
Choose to earn the right to lead others, and you will make a difference!