Think One Team, 3rd Edition

chapter 5engagement begins

It was 4 pm on Thursday and O’Donnell's staff had been arriving at the canteen for the past fifteen minutes.

Mingling in familiar groups and sharing bits of gossip, some staff were even taking a few bets about what Jenny O’Donnell would say. The smart money was on the double of Charles being sacked and some serious redundancy pain.

engage early and often

The best leaders of change all have one thing in common: they make a habit of engaging early and often with staff, colleagues and stakeholders.

Unfortunately, the former Chief Executive of O’Donnell's was too self‐important to engage his staff early or often and the business was paying the price in low morale and productivity.

That was about to change as Jenny set out to answer the three questions that most staff wanted answered:

• Where are we heading?
• Why is that the right direction for the company and for me?
• How can I play a meaningful part?

Reflect for a moment: are you and your team aligned about what is important, why it is important and what part each team member can play?

People squeezed into every spare space in the canteen as Jenny stood at a lectern and warmly welcomed them and thanked them for coming.

A single card rested on the lectern, written in Jenny's classical‐style handwriting.

O’Donnell's Jelly Bean Company values:

• delighted customers
• a passionate team
• a respected business

William would be proud to know that Jenny was bringing O’Donnell's back to its roots.