Case study

Enabling High Performing Teams Within A Global Telecommunications Company


A global telecommunications company specializing in mobile telephone, television, and broadband internet services to businesses and consumers, engaged YSC Consulting to build an understanding of the individual profiles within the team and the implications this had for their inter-relationships.

Through early conversations, YSC encouraged the CEO and CPO to think in wider terms about how the executive team could work more effectively together and therefore what interventions would be needed to drive improved performance.

YSC spoke individually to each member of the executive team, gaining their views on the executive as a whole, its performance and the contributions of each member. A future-oriented focus was used, closely referring to key strategic challenges faced by the organization.


Workshops utilizing YSC’s High Performing Teams Model was delivered to ten participants. The workshops focused on three key elements; the purpose and unique contribution of the executive, their execution and delivery and the relationships that would allow for open conversations.

Care was taken to match delivery to the momentum and energy of the room, allowing the facilitator to refine and adapt their emphasis in order to deliver value to the cohort. An astute sense of the dynamics in the room, coupled with psychological insights, allowed for constructive and yet challenging discussions.

Following the initial workshop, follow ups with the team and CEO / CPO were completed in order to plan for a second intervention two months later. This workshop introduced an additional module on stakeholder engagement.

Individual telephone conversations were also used with each member of the executive team to prompt and coach them, in their continuing and enhanced contribution to the team.


Conversations with each member of the executive committee enabled early rapport to be built and allowed for challenging conversations to be had.

A transition was seen from a sense of a group of leaders who responded individually within their own business functions, to a team with a clear sense of the collective agenda.

Multiple review points and individual contact was seen as being crucial to reinforcing the sense of team purpose, but also to tailor the program to the group’s needs. This led to further partnering with YSC and follow-up intervention work.

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