Background
One employee, who was of great professional importance, was virtually irreplaceable when it came to key business processes. At the same time, there were regular tensions with neighbouring departments. There were complaints about communication styles, a lack of coordination and unnecessary escalations.
Challenge
A split seemed problematic from a technical point of view, but the current situation was also unsustainable. The management had already held discussions without achieving any lasting change.
HOLSTEIN:CONSULT’s approach
The situation was initially assessed at the request of senior management: Which specific behaviours are problematic? How do they affect teamwork and performance?
This was followed by targeted employee counselling focusing on:
- The impact of one’s own behaviour
- Role and expectations in a business context
- Communication patterns at interfaces
- specific changes in behaviour in everyday life
Result / Effect
Cooperation with the departments concerned became noticeably more stable. Escalations decreased, coordination became more consistent, and the individual’s professional expertise was utilised more effectively.
Suitable power:
→ Employee counselling
