Underperformance and tension between manager and team.

We used a simulation game called The Game Changer to analyze leadership assumptions, leadership style and how this translates into behavior in the workplace. Most of the team had a strong need for an informal and open approach. In contrast, the manager had needs at the other end of the spectrum, displaying an authoritative and traditional approach to leadership. The result was frequent misunderstandings and unmet expectations from both sides.

One of the strongest informal leaders decided to quit, and three other team members followed suit. They all moved on to the competition. We alerted the client to this threat two months in advance and provided management with options to resolve the situation in a timely manner. Unfortunately, they didn't react quickly enough and lost the employees.