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The most typical situations calling for TTA are:
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• Client desire for broad ownership
of a new direction (mission, purpose or strategy).
• Differing views (or none) on how
to plan or implement the change process.
• Transition for a new CEO or new
members to the top team.
• Ineffective working relationships
among the team or within the broader organization.
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A team is aligned when
all members can:
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• Articulate a common direction and
sense of purpose or urgency.
• Share a collective road-map and/or
an agreed set of initiatives.
• Model desired values and behaviors.
• Operate, when required, as an interdependent
team as opposed to a collection of
department or division heads focused on their
own territories.
• Step up to whatever challenges are
required to bring about sustainable change in
the organization.
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The most effective alignment
processes are built around a team performance
challenge and consist of several steps:
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| The
Overall Alignment Process |
| Step 1 |
Diagnostic Process
Primarily individual interviews to understand team dynamics
and performance challenges.
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1-2 Days |
| Step 2 |
Initial Top Team Alignment
An off-site meeting consisting of a mixture of
discussion, decision-making and skill-building in
large and small groups.
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1.5-3 Days |
| Step 3 |
Action Learning
With individual support, if needed.
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2-3 Months |
| Step 4 |
Follow-up Top Team
Alignment
Off-Site.
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1-2 Days |
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Organization
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Initial
Meeting |
Overall
Objective |
Case
1
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US/Swiss Financial Inst.
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2.5 Days |
Create a global marketing
and service capability.
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Case
2
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US Medical Services |
1.5 Days |
Actively involve the MD's
in the future strategy of the company.
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Case
3
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US Media Company |
1.5 Days |
Form a larger, more representative
team to run the company in the wake of a senior executive
departure.
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Case
4
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US Financial Institution |
2 Days |
To achieve a breakthrough
in
the way critical strategy issues are identified and
resolved.
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Case
5
|
US Subsidiary of French |
2.5 Days |
Focus on a market-orientated,
service-culture by developing a growth strategy and
team based results.
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Case
6
|
US Industrial
Products |
3 Days |
Transition
from surviving a near bankruptcy to creating a winning
growth strategy.
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The alignment process typically involves two off-site meetings over a 90 day period. Tom Curren acts as primary facilitator during these meetings. Some situations call for a co-facilitator, depending on the size and dynamics of the group. Normally, Tom is accompanied by a production and logistics associate, enabling immediate turnaround of discussion notes for further reflection and input.
Many clients benefit from coaching and action learning support to follow-up on the insights and commitments made during the first off-site. We work with the CEO alone, or several members of the top team, during the inter-session period.
The exact cost depends upon the amount of design time needed, the length of the meeting, whether a second facilitator is needed and the interim coaching support provided. Typical ranges are as follows (excluding travel).
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Professional Fees
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Tom Alone |
With 2nd Consultant
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Diagnostic process, report, design session and initial 1 ½ - 2 day alignment session
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$25,000 - $30,000 |
$35,000 - $40,000 |
Action learning, coaching support – typically 3 months
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$2,000 per month
per CEO
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$4,000 - $8,000 per month for top team |
Follow-up alignment Session
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$10,000 |
$15,000
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Total 4 month process
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$41,000 - $46,000 |
$62,000 - $73,000 |
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U.S./Swiss Financial Institution
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Overall Objective
• Create a global marketing and service
capability |
Meeting Context
• 3 CEO/COOs plus 11 people
• 2.5 Days
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Business Needs
• Shared performance goals
• Move forward on key priorities |
Relationship Dynamics
• New Leadership
• 3 organizations & cultures
(US, Swiss, German Companies)
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Outcomes
• Emerging sense of "global partnership"
• Pledge to double the business |
Follow-up
• Telephone support of Team Leaders
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US Medical Services
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Overall Objective
• Actively involve the MDs in the future strategy of
the company |
Meeting Context
• CEO plus 16 people
• 1.5 Days
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Business Needs
• Growth strategy
• Capitalization of the company |
Relationship Dynamics
• MDs focused on individual practices,
not the group
• New role for CEO, to work on the
business vs. in the business
|
Outcomes
• Formation of active planning team,
including MDs
• All MDs involved in a positive way |
Follow-up
• Weekly coaching with CEO
• Small planning team meets weekly
• Quarterly offsites with all MDs
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US Media Company
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Overall Objective
• Form a larger, more representative team
to run the company in the wake of a senior
executive departure |
Meeting Context
• CEO plus 8 people
• 1.5 Days
|
Business Needs
• Team purpose and goals
• Priorities and agenda management |
Relationship Dynamics
• Two cultures (journalists and
businessmen)
• Unacknowledged hierarchy within
the team
|
Outcomes
• Establish norms for weekly operational
meetings
• Better communication, improved trust |
Follow-up
• Agreement among group to follow-up
offsite
• Weekly coaching of 2 SVPs
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US Financial Institution
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Overall Objective
• To achieve a breakthrough in the way
critical strategy issues are identified
and
resolved |
Meeting Context
• CEO plus 17 people
• 2 Days
|
Business Needs
• Goal setting
• Focus on key business issues
|
Relationship Dynamics
• Two cultures (old school and young turks)
• Functional silos
• Mistrust
|
Outcomes
• A clear business goal established
• Honest discussion of issues and conflicts
• Priorities and accountabilities set
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Follow-up
• Group self-facilitated follow-on meetings
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US Subsidiary Of French Financial Institution
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Overall Objective
• Focus on a market-oriented, service
culture by developing a growth strategy
and team-based results |
Meeting Context
• Managing Director plus 11 people
• 2.5 Days
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Business Needs
• Increase and maintain quality of
performance
• Focus on team approach
• Decrease high turnover
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Relationship Dynamics
• Two cultures (French bureaucrats and
Wall Street gunslingers)
• No collaboration
• Lack of delegation
• Individual arrogance resulting in
turf-conscious attitudes
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Outcomes
• Initiated process of Alignment around
overall strategy and priorities
• Group dysfunction more visible
• Improvement of interpersonal skills
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Follow-up
• High-involvement, all-employee meeting
held within 30 days
• CEO coaching
• Termination of executive unwilling to
adopt new behaviors
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US Industrial Products
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Overall Objective
• Develop overall business strategy and
operational alignment around its
implementation |
Meeting Context
• CEO plus 24 people
• 3 Days
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Business Needs
• Transition from surviving a near-
bankruptcy to creating a winning growth
strategy
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Relationship Dynamics
• Operating as separate departments
• No group focus
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Outcomes
• Formation of "Team 25"
• Cooperative development of growth
strategy by new team
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Follow-up
• Implementation of plan over six months
• Several more multi-day meetings
• Consulting and project management
support of small planning team
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