ALIGNING SENIOR TEAMS AT VAYCOT PRODUCTS

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ALIGNING SENIOR TEAMS AT VAYCOT PRODUCTS Iaycot Products (a disguised name) is a pub consultant, Ted, for help. Ted knew of traded, 28-year-old $750 million medi the directors primarily through on uipment manufacturer and marketer. coaching over the years, and he guided a sub- Th eir products include MRI, ultrasound, group of the operating committee through trust, collaboration, an machines. Corporate performance process to increase t 011 had been dismal, and the organization was under a great deal of pressure to improve in team effectiveness . The organization had missed sale earnings targets for seven consecutive quar- ENTRY AND CONTRACTING ters, revenues were down 7%, and growth After hearing from several of the directors the process worked, and see- e half the industry average. Vaycot's CD 0 abouthow well board, industry analysts, and a well-known cor ing firsthand the directors' improved relation- porate raider were vocal with their concerns. ships and results, the CFO and the vice People described Vaycot's culture as "strong and toxic." Forty-eight percent of employees were disengaged and 58% were committee considering leaving the company. A recent sur presidents of sales and operations approached Ted to see if he would work with the executive Ted was candid. "l'm hesitant to do it vey asked employees to describe the culture, because of Oscar. Based on my interactions and more than 35% of employees used the with him, I'm concerned that his need for con- terms angry. disrespectful, fear-based, para- trol and resistance to getting feedback will keep lyzed, penalizing, risk-averse, or untrusting. him from being a constructive participant." The ssessment or engage in unethical practices to get work and asked if he'd work with just them. Ted was reluctant on this point as well. He explained that The organization was managed by two team building works best when the leader teams: the executive committee and the oper actively participates and is willing to deal with ating committee. The executive committee con- any emergent issues. That left the ball in the sisted of Oscar (the CEO) and eight functional vice presidents' court. They needed to convince vice presidents. The broader operating commit their boss to participate and that would require tee consisted of the executive team plus the giving Oscar feedback on why they believed a CD Employees often felt pressured to cut corners vice presidents agreed with Ted's a done and achieve overly aggressive goals ectors who reported to them. Decision mak- ing in these groups was slow to nonexistent team-based intervention was needed. As Ted continued the conversations, he because the directors and vice presidents came to the conclusion that the only way that feared being derided in public by the CEO over the vice presidents could actually influence a wrong decision. Despite being very capable, Oscar was with hard data. He offered to inter- the vice presidents had learned how to deal view the vice presidents and then facilitate a with Oscar's autocratic, volatile, and intimidat- meeting where they would deliver the feed- ing leadership style. Most of their time was back to Oscar. When the interviews were com- spent in meetings being told how to do their plete, he walked the group through about a ob or making course corrections to adjust to dozen findings and insights. After some brief discussion and a few minor revisions, the Not surprisingly, the vice presidents were group confirmed that the conclusions were Oscar's ever-changing mind racted, demotivated, and disengaged, and valid and they agreed unanimously that it wa the finally time to meet with Oscar negativity flowed down d rectors. The directors w pressure and usually in crisis mode. A Ted asked how the feedback meeting small should be structured. No one spoke. Despite group of directors asked the internal OD their promise to follow through and talk to irectly to the ere under constant ALIGNING SENIOR TEAMS AT VAYCOT PRODUCTS Iaycot Products (a disguised name) is a pub consultant, Ted, for help. Ted knew of traded, 28-year-old $750 million medi the directors primarily through on uipment manufacturer and marketer. coaching over the years, and he guided a sub- Th eir products include MRI, ultrasound, group of the operating committee through trust, collaboration, an machines. Corporate performance process to increase t 011 had been dismal, and the organization was under a great deal of pressure to improve in team effectiveness . The organization had missed sale earnings targets for seven consecutive quar- ENTRY AND CONTRACTING ters, revenues were down 7%, and growth After hearing from several of the directors the process worked, and see- e half the industry average. Vaycot's CD 0 abouthow well board, industry analysts, and a well-known cor ing firsthand the directors' improved relation- porate raider were vocal with their concerns. ships and results, the CFO and the vice People described Vaycot's culture as "strong and toxic." Forty-eight percent of employees were disengaged and 58% were committee considering leaving the company. A recent sur presidents of sales and operations approached Ted to see if he would work with the executive Ted was candid. "l'm hesitant to do it vey asked employees to describe the culture, because of Oscar. Based on my interactions and more than 35% of employees used the with him, I'm concerned that his need for con- terms angry. disrespectful, fear-based, para- trol and resistance to getting feedback will keep lyzed, penalizing, risk-averse, or untrusting. him from being a constructive participant." The ssessment or engage in unethical practices to get work and asked if he'd work with just them. Ted was reluctant on this point as well. He explained that The organization was managed by two team building works best when the leader teams: the executive committee and the oper actively participates and is willing to deal with ating committee. The executive committee con- any emergent issues. That left the ball in the sisted of Oscar (the CEO) and eight functional vice presidents' court. They needed to convince vice presidents. The broader operating commit their boss to participate and that would require tee consisted of the executive team plus the giving Oscar feedback on why they believed a CD Employees often felt pressured to cut corners vice presidents agreed with Ted's a done and achieve overly aggressive goals ectors who reported to them. Decision mak- ing in these groups was slow to nonexistent team-based intervention was needed. As Ted continued the conversations, he because the directors and vice presidents came to the conclusion that the only way that feared being derided in public by the CEO over the vice presidents could actually influence a wrong decision. Despite being very capable, Oscar was with hard data. He offered to inter- the vice presidents had learned how to deal view the vice presidents and then facilitate a with Oscar's autocratic, volatile, and intimidat- meeting where they would deliver the feed- ing leadership style. Most of their time was back to Oscar. When the interviews were com- spent in meetings being told how to do their plete, he walked the group through about a ob or making course corrections to adjust to dozen findings and insights. After some brief discussion and a few minor revisions, the Not surprisingly, the vice presidents were group confirmed that the conclusions were Oscar's ever-changing mind racted, demotivated, and disengaged, and valid and they agreed unanimously that it wa the finally time to meet with Oscar negativity flowed down d rectors. The directors w pressure and usually in crisis mode. A Ted asked how the feedback meeting small should be structured. No one spoke. Despite group of directors asked the internal OD their promise to follow through and talk to irectly to the ere under constant