In this highly interactive workshop, participants will explore and discuss a case study of a leadership team of an engineering division that was charged by the C-Suite to implement a transformational infrastructure upgrade of the company’s main plant. However, the C-Suite was concerned that siloed thinking and a lack of collaboration among team members would stifle a successful implementation.
As a result, we were hired to assess the team, and to give the team insights into what team behaviors were helping them and what behaviors might be getting in the way of the collaboration the different functions needed to successfully execute the project. The goal was to help the team change the behaviors that were getting in the way.
Participants will get a chance to see the team’s feedback and discuss, in small groups, what data and behaviors they might focus on if they were facilitating this team intervention. Participants will then get to discuss how we decided what to focus on and our approach to breaking down the silos and increasing collaboration.
Director, Research & Assessment
Dr. Michael Seitchik is the Director of Research and Assessment at Bates Communications where he coaches executives on the Bates Executive Presence Index (ExPI), a multi-rater leadership survey. He also created the Bates Leadership Team Performance Index (LTPI), a team-based assessment that helps teams become more effective in meeting their business objectives. He has facilitated team interventions based on LTPI feedback results.
From 1997 to 2009, he was Managing Director of Executive Education Services at RHR International where he developed a unique and powerful approach to executive development that combined workshops, coaching and action learning projects. This work has been recognized by The Wall Street Journal, The New York Times, and the Financial Times.
From 1988 to 1997, he was the Director of Program Development at the Wharton School Division of Executive Education. He designed customized programs for over sixty clients and created many new programs including Managing with Ambiguous Authority that was cited by BusinessWeek as one of the three most innovative executive education programs in the world.
Prior to working at Wharton, he led a 4-year organizational change effort at Jefferson University Hospital that transformed the way the organization executed its business strategy.
His most recent publication is “The Goldilocks Approach to Team Conflict” (The Psychologist-Manager Journal, 2019).
He received his doctorate in organizational development from Temple University.