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Chevron Texaco: Senior Executive
Team Development
Not unlike many other large organizations,
Chevron Texaco faced massive organizational restructuring challenges
in order to remain competitive and adaptive in an ever-changing
global economy. Coping with the enormous pressures of planning
and implementing such changes - changes that can impact
the lives of many hundreds of employees and their families -
required a level of teamwork and collaboration that far exceeded
nora ml demands. Interpersonal relationships had to be acutely
and very finely tuned.
In anticipation of having to manage these kinds of demands,
the following broad steps were taken. |
- Individuals exchanged TBMs with team members with
whom they had to work closely on a day-to-day basis.
- In a series of one-on-one coaching sessions, team members were
helped to develop the personal action plans that would enable
them to strengthen each of these vital on-on-one team relationships
- In addition, with each person's permission, a summary team-level
picture was developed of the specific behaviors of importance
that cut across individual relationships
- This team summary became the core of an off-site meeting where
the team addressed the question "When we are functioning
as a single full unit (e.g., during weekly team meetings,)
what specific behaviors do we need to hold ourselves accountable
for exhibiting?"
- The results of that off-site still hang on a poster in the
front of the team's meeting room. It serves as both a pre-meeting
reminder, and a post meeting point of evaluation: "How
did we do today on our behavioral agreements?
For the names of specific people to contact
as references for these cases, please e-mail us directly at: temenos@lava.net
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