Amidst numerous leadership and organizational changes, a new Director was appointed to lead District 6. The executive leadership team was largely made up of “first-time deputies” and individual team members that were operating too independently. The Chief Deputy and District Director wanted to advance from the “norming phase” of the Tuckman Development Model to function as a high-performing and integrated team.

Initially, this engagement began with teambuilding. But through initial discovery sessions, it was uncovered that the team wanted to create a means of deep connection and align in a unified direction for a District-wide culture shift.

Individual coaching and team development including a two-day workshop focused on improving communication, leadership styles, feedback, decision-making, and conflict management. VMS designed the engagement with the District Director’s input, developed the overall project workplan, designed and facilitated workshops, and provided executive coaching for each member of the 10-person Executive Team.

Phase 1 commenced with Enneagram assessments followed by personalized 1:1 coaching sessions and a transformative two-day offsite workshop, aimed at enhancing individual development and leadership styles within the 10-person Executive Team. Phase 2 leveraged the Organizational Culture Assessment Instrument (OCAI) to conduct a comprehensive all-day workshop, guiding the transition from the current District culture to a preferred future culture.

Additionally, an interim phase was strategically introduced between Phase 1 and Phase 2. This impromptu virtual half-day Belonging session, inspired by Peter Block’s methodology, provided vital community and connection amidst ongoing organizational changes and challenges.