Boosting an Engineering Division’s Engagement
A 200-person engineering division spread across multiple countries and sites was suffering with mediocre engagement for several years. The new Director has some ambitious productivity improvement goals and knows that higher engagement is critical to better performance.
Dr. Hurley helped the Division’s 25 engineering managers quickly understand and apply the behaviors that create high-trust, cohesive teams. Each team leader focused on identifying the behaviors on and between teams that were creating silos, decreasing productivity, and reducing engagement. Then, they worked together to create nudges that closed trust gaps and strengthened team relationships.
- ORGANIZATION AND TEAM ASSESSMENT
- LEADERSHIP TRAINING:
- LIVING VALUES
- INSPIRING MOTIVATION
- COACHING BEHAVIOR CHANGE
- PEOPLE STRATEGY
- NUDGE CREATION
Six months later there was a 30-point improvement in engagement as measured by an independent third-party consultancy.