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LEVEL I TRAUMA CENTER
A Level I trauma center was facing multiple challenges within specific units. Asked to assist by the hospital’s Organizational Development staff, Meno Consulting began to work with multiple teams to enhance leadership and internal team dynamics. Through process consultation and active inquiry, Meno staff spoke with multiple members of each group in order to gain a comprehensive perspective of the scope of the challenges. In partnership with respective departmental leaders, Meno developed tailored interventions to help team members gain a better understanding of existing dynamics that were inhibiting performance. Once there was sufficient comprehension of the core issues, Meno worked with staff to jointly develop solutions that would help propel their respective teams past barriers. Inherent in all solutions were mechanisms that allowed each team to become self-regulating so that they could identify and address future challenges.
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JUSTICE DEPARTMENT AGENCY
A Federal Government Agency was facing significant challenges related to general communication concerns, silos, as well as an overarching umbrella of leaders who are soon to be retired. How is organizational knowledge appropriately and efficiently passed down from one generation to the next? How can the performance and knowledge gap between senior and junior employees be narrowed? How can a 2,500 person division improve communication within and between departments? In an effort to address all three of these questions, the agency began to research mentoring programs. Meno Consulting worked alongside the senior training staff to further clarify the objectives of a mentoring program while customizing solutions. Through a process overseen by Meno Consulting, potential mentors and mentees were identified, efforts were made to match mentors with mentees, a formal training program was conducted, and efforts to monitor the relationships throughout the multi-month program were made. The mentoring program has been a success, addressing the original concerns raised by the Agency. Roughly 100 employees have been through the program, and tangible benefits for participants have included job advancement, skill acquisition, and advanced lines of communication within and across varying departments.
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FORTUNE 500 BANK
A Fortune 500 bank approached Meno Consulting regarding challenges related to a group of emerging and existing leaders within the organization. The group consisted of high-potential employees, yet failed to achieve objectives due to a lack of cohesion and shared purpose. The bank was in search of a unifying experience that would enhance group interaction and facilitate forward movement. With the aid of the group’s leader, Meno Consulting developed a tailored team-building workshop intended to address the organization’s concerns. The workshop addressed the power of team while instilling a sense of value and purpose. The group reported a renewed sense of vigor, as well as broadened conception of teamwork and collaboration.
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DIVISION I WOMENS BASKETBALL PROGRAM
A new coaching staff, headed by a first-year coach, contacted Meno Consulting with the hope of developing a team building workshop. The coach was working to develop camaraderie and trust while also advancing her system. Upon arriving, the coach was concerned with internal cliques undermining team performance. The coach worked with Meno Consulting to develop a program that could suit the team’s needs. Cohesion and the power of team play were discussed, goals were developed, and the foundation for a guiding vision was laid. With the assistance and feedback of the coaching staff, an efficient effort was made to address specific concerns. The players appreciated the candid discussion, and are now working to advance toward common goals.
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