CASE STUDIES

THE CHALLENGE

How could we improve the vibe in a public health office where some employees acted as if they were self-employed, others felt micro-managed, and trust and morale were low?

THE STORY

We recommended (first to the leaders and then to the group as a whole) an action plan that included:

• group work to build trust, including some work on strengths and different styles; 
• teaching conflict resolution tools 
• ongoing coaching of the leader
• a high-level change training for a manager  

After three half-day sessions of group work, trust began to improve and, after being held accountable for things they were not doing, two employees left.  Through coaching, the leader began to micro-manage less and the vibe changed.  

THE OUTCOME

Before-and-after surveys indicated that, over the course of our work, the scores for individual morale went up 41%; for office morale, 138%; likelihood to recommend the district office as a place to work increased 70%; and commitment to ongoing employment at the office went up 26%.