Navigating your Workforce Into the Future
on the Horizon?
Discover 5 Key Strategies for Success
Corporate Case Study
Staff focused on individual contribution vs group outcomes and gaps were reported in leadership capability and individual accountability, as well as key areas such as time management, prioritization and delegation.
Collectively, the team were experiencing difficulty in finding a sense of purpose and were operating from an ‘us vs them’ mentality, based on a group narrative around being secondary to Head Office.
Key considerations included budgetary constraints and ensuring minimal disruption to workflow.
MindNavigator technology provided a time and cost efficient, scalable solution, for implementation across the entire staff. The solution was implemented via 4 group cohorts, each with around 10 participants. The group facilitations were lead internally by the Senior Leader and HR Business Manager.
Leaders reported a visible up-shift in leadership capability, for example, more consistent delegation enabling opportunities for other staff members. The program also significantly increased collaboration, leading to creative initiatives such as the implementation of a new CRM solution.
100% of participants reported a positive shift in their working relationships and 68% were motivated to continue applying the learnings long after program completion, as a high priority.
An Individual Participant’s Journey
- 1. Building Awareness
- 2. Focusing Attention
- 3. Cultivating Accountability
- 4. Developing Agility
- 5. Empowering Actualisation
- 6. Inspiring Artistry
Sarah is a Team Leader in a Technology Organisation.
Working with Awareness, Sarah becomes aware of a core personal value around‘knowledge’. She really values knowledge in herself and in others; it really affects how she perceives people.
Her practice reveals that having knowledge is connected to feeling secure in her job and also receiving recognition from others.
Sarah brings attention to her tendency to be running her own internal dialogue whilst someone else is talking.
She realises she often misses part of the conversation.
She adopts a practice of mindful listening and this leads to her developing a deeper level of connection and understanding with her colleagues.
Sarah develops healthier boundaries through more careful consideration of what she is and isn’t accountable for.
She realises that she often completes tasks she could easily delegate to her team. Instead of taking everything on herself, she begins to refer requests for information to relevant team members.
Not only does she free up her own time but her staff feel more valued and able to contribute.
Sarah works on shifting attention from tasks to foregrounding her relationships with her colleagues.
By taking time in her conversations rather than jumping straight into the detail of what needs to get done, she discovers new solutions to her department’s key challenges.
She also continues to develop deeper connections with the people she works with.
Sarah wants to speak up more in leadership groups but finds herself remaining quiet and reflective.
A guided process reveals a hidden assumption that speaking up may cause people to question whether she is capable enough to perform her role.
Testing her assumption by incrementally increasing her input into these meetings proves to her that her knowledge and input is valuable and builds her confidence to engage more fully with her key stakeholders and senior leaders.
Sarah works on balancing time between her time at the office, building more routine around her running and spending time with her partner.
She notices that her work commitments are still being met and her delivery has actually improved because she is spending less time adding unnecessary detail and information to her presentations and other output.
After working through these 6 Pathways operating Mind-First, Sarah has found confidence and voice; her work is of a higher quality; she has developed deeper relationships both at work and with her partner; and she feels more relaxed in her role, not needing to know everything.
Her development has also positively impacted the people around her, and her team members feel more empowered and engaged.
Expect the following benefits:
Staff are making significant progress in their leadership and development. For example, a team leader who previously over extended their self is now consistently delegating – this is also giving other people opportunities.
“People are being more effective in their roles. They’re no longer focusing on negatives or the past, they’re focusing on their own personal development and showing healthier levels of responsibility”
Staff are advising senior leaders that they feel more comfortable with pushing back on clients when appropriate, looking for other solutions and managing their expectations.
There is an increase in the number of staff stepping up and applying for new internal roles and opportunities. Participants also reported an increase in job satisfaction.
“There is a different energy in the office. People are more engaged, excited, open minded – they feel like they have more options .”
Collaboration has increased both within teams and with Head Office. For example, an Account Manager who previously tended to work in isolation proactively engaged with head office to collaborate on his idea for a new CRM solution.
“I can see a shift in people’s perspectives and openness.”
Staff now report an environment where it is safe to understand the ‘self’ better and accept who you are.
“Vulnerability – it’s less tiring simply being myself, and I feel more energised.”
Join other organisations that have engaged with the concepts of MindNavigator: