Mission Control provides actionable access to impacting and elevating organizational performance.
Quite simply, the performance of the organization is a function of the performance of the individuals in the organization. And, the performance of the individual is a function of what that individual does and does not do.
The question is, how do we impact the actions of the individuals in the organization – what they are doing – including ourselves and what we are doing?
A fundamental Mission Control principle is that the actions of the individual – what that individual does and does not do – is a function of the way in which that individual sees their work and what they have to do and handle.
Mission Control provides a comprehensive perspective, and accompanying tools and practices that help individuals, workgroups and executives reshape how they see their work, resulting in a new domain of organizational performance.
A national construction services company was reorganizing to be more centralized, requiring greater synergy between business units. The CEO was supported in clarifying what was of fundamental importance to the organization and engaged the senior leadership in this new direction. As part of this process, closure was brought to past complaints and mistrust amongst the leadership team.
What emerged was a new level of shared ownership of the future and greater alignment, cooperation and collaboration between business units and between the business units and corporate functions. On this new foundation, they committed to accomplish a new set of outcomes consistent with what was important and were successful in achieving targets in a rapidly declining market.
Improving performance of employees
An inside sales group was challenged with increasing customer contact and satisfaction in the face of seemingly overwhelming demand. Each account manager was charged with maintaining contact with fifty accounts each week – which was commonly viewed as hopeless. The account managers were trained in a new paradigm of managing their work so that productivity replaces activity, fulfilling aspirations replaces ticking off the “to do” checkboxes, and a sense of real life balance replaces the stress of managing both work and personal commitments.
As a result, participants reported saving or “recovering” between one to four hours per day, and were able to contact each of their accounts weekly. Within two months of completing the training, customer satisfaction scores rose 15 to 20 points on a 50 point scale.
Find out more about our work with executives, workgroups, and individuals.