Leadership development at IT company

A large IT company had lived through a staccato of take-overs within a period of just a few years. At the same time, the playing field drastically diminished because of competitive pressure, especially from the far-east, and a much more frugal approach to IT from their main-base of customers. An undeniable negative effect was felt on managers and employees alike and morale as well as sales were in a negative spiral that ate away at the very foundations of this proud firm. The new director decided that any solutions could not be 'more of the same motivation stuff, run of the mill training or silly management game'. He wanted his managers to take real responsibility, to make initiative the rule rather than the exception and that all did their part to support the dwindling sales. Then he heard from Blits and the decision to move ahead was quickly made. Especially after the deep trainings, during which personal growth and management solutions are combined, the tide turned drastically. Within a few months, everybody in the company had a leader that was worth fighting for and the whining about circumstances and the uncertain future became nauseating echo's from the past. As a 'bonus', relationships within the management team have become much stronger and more and more the MT operates as a team.

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