Case studies
Communication Skills/Norms Established in a Global Organization
A global IT division of Royal Dutch Shell sought to embed communication norms/skills across its multicultural teams, including 1000+ staff from 40 countries, in order to increase work effectiveness while respecting cultural differences. Brightman Glover International worked with internal change consultants to design a one-day workshop called Skillful Conversation: How to Talk About Things that Matter.Three tools were introduced and practiced, using real-time business scenarios as the basis of small-group work. Local leaders in 10 countries were trained to partner in pieces of the workshop which was then delivered face-to-face in Australia, South America, around Europe and in various parts of Asia, the U.S. and Canada. A total of 86 virtual sessions were then held for people in remote locations, using leading-edge audio and web technology that allowed people to practice their skills in individual break-out sessions. This highly successful rollout began in 2007 and was completed in 2008 with unanimously positive reviews from the sponsoring leadership team.
Global Leader Assessment Process
A 75-person Extended Leadership Team (ELT) in an oil and gas company sought in 2007 to deepen their own and others’ communication styles, ways of learning, decision-making patterns, ways of organizing and leading, and ways of taking in and processing information. Brightman Glover International orchestrated 75 individual MBTI assessments, provided overview teleconferences for leaders in three time zones, and conducted individual coaching sessions with each leader.
Global Teambuilding Using the Myers-Briggs Indicator (MBTI)
In conjunction with the above process, Brightman Glover International coordinated MBTI team assessments for eight Shell senior leadership teams, including individual reports for the lead leader and each of his/her direct reports, to review the intersection between individual and team style. In lively sessions, each team discovered their strengths, potential blind spots, patterns of making decisions and best opportunities for further effectiveness. The culmination of the multiteam rollout was a highly engaging “Extending Diversity and Inclusiveness Using the Myers-Briggs” module at the 2007 annual conference in The Hague, Netherlands. Each team displayed their individual MBTI type through colored flags, revealing the collective profile of similarities and differences across the ELT. A deepened respect for inviting and celebrating our natural differences— individually, culturally and beyond— resulted from this learning process.
Newspaper Company Diagnostic Assessment
A flagship Midwestern U.S. newspaper wished to increase cross-department working relationships (notoriously difficult in newspaper organizations whose departmental aims may be designed for creative tension) and identify priority training needs. Brightman Glover International worked closely with the CEO, editor and general manager of the newspaper to establish a process for collecting data in order to identify publisher workflow patterns within the organization— from the newsroom writing process to printing and delivery the daily edition. Ninety-eight interviews were conducted, resulting in a companywide diagnostic assessment and in-depth departmental reports for newsroom, production, marketing, advertising, human resources, finance, IT and online. Results were shared with each department vice president and with key managers/section editors. A training curriculum was created to respond to priority skill-building needs (including coaching and giving feedback to staff), and a LT strategic action plan was created to build cross-department collaboration.
Healthcare System Rollout of Cultural Norms and Behavior
After a multihospital merger, a northern U.S. healthcare system CEO sought to create a systemwide culture of ‘patient first, care first’ norms and behaviors in 2004 throughout all parts of the hospital staff: nurses, kitchen staff, physical therapists, emergency units, care coordinators, back-office personnel and members of the physician community. After extensive internal work by a multifunctional team who collected and distilled input from staff, Brightman Glover International partnered with an OD consultant to design and deliver a two-day workshop for 200 managers focusing on 1) communication skill-building and 2) facilitating collective commitment to cultural behaviors that reflected the healthcare system's values.
Brand Alignment Leadership Conference & Workshop Rollout
Brightman Glover International codesigned and cofacilitated a series of highly participative conferences and workshops for 600 managers and staff in a leading privately held international company providing research, performance improvement and travel incentive services. Conferences were held using a combination of presentations, role-plays, theatre exercises, research presentations and enrolling activities to facilitate individual engagement and commitment to the newly updated company brand. Intensive two-day leadership workshops were also designed for 200 senior leaders to share specific customer feedback, individual leadership assessments, and to work on leadership commitments and behaviors to further leverage individual and team strengths and areas of need, especially related to customer-facing activities.
General Motors North America Supervisor Development Program
Brightman Glover International was privileged to be part of a design team with Drake Beam Morin and internal GM OD consultants to design and pilot the Individual Growth Strategies (IGE) program. IGE facilitated a shift from entitlement-based career development to a proactive self-development approach. The four-session program included self-assessment tools, strategies for networking with others for development purposes, communication skills and hands-on approaches for diagnosing one’s “fit” with current and prospective job opportunities. IGE was rolled out across North America, sold to other automotive companies and has been successfully packaged for virtual modularized training.
Service Excellence Culture Change Program
Brightman Glover International coordinated the global rollout of a service excellence culture-change program from within Shell Oil Company. The program was aimed at creating systemwide behavioral commitment to service values and actions with every customer interaction, internal and external. Large-scale conferences of 100 people in locations including Houston, London, the Hague, Australia and Malaysia were augmented with intensive two-day workshops for team leaders and managers to instill service values and behaviors. The coordination of this rollout included scheduling, overseeing, providing quality assurance, preparing leader ‘hosts’ and co-conducting this LingTurner Training program.
