CONFLICT RESOLUTION :
THE POWER OF A SHARED VISION IN A CRISIS
INTERVIEW WITH TOM WARD
IIt would seem impossible to prepare
for and launch a new product by July 31 , 2020 ! When most businesses were scaling back , Tom Ward and his team had a passion to live their shared vision and scale forward through a crisis .
Facing a global pandemic that resulted in an economic crisis that disrupted normal work at the office was the challenge Tom Ward and his Indianapolis-based team were facing . Yet , what seemed impossible became possible . Create and deliver the first viable products — a new invention — promised to clients .
DriBot , an innovative new flood prevention appliance — invented , designed , and manufactured by Tom Ward ’ s team at OmniSite — was birthed during one of the most challenging markets and under severe economic conditions . However , DriBot was conceived three years ago when times seemed normal .
It began with a vision that moved Tom — an inventor at heart — as he listened deeply to Mark and Melissa Wahl , founders of Cobblestone Homes , a builder of luxury homes in Saginaw , Michigan . Tom recognized their jobs-tobe-done : build luxury homes and keep the basements dry , even in Michigan .
Numerous lakes and a high water table create havoc during rainstorms and floods basements in even the best-built homes . The decades-old technology or traditional sump pumps failed to be the answer for Mark and Melissa ’ s clients .
Tom put it this way : “ Well , we were making alarm monitors for residential homes , and our customers often said , ‘ Wow , I wish it actually pumped the water away . We really love your product , but it ’ s just a monitor .’ So , our DriBot engineering and manufacturing teams went to work on making a complete flood prevention system and made a new category for customers .”
The DriBot team of engineers faced many challenges and obstacles to invent a home flood prevention appliance . The pressure and the inability of the team to practice productive conflict resolution were just too tough for many key leaders to handle as the natural friction , confusion , and underperformance of rolling out a whole new appliance emerged .
That ’ s when Tom asked Mark Wahl for a referral for a business coach who could develop a team of leaders , who were healthy and aligned , and willing to hold candid conversations . Tom knew his team was friendly and tended to avoid conflict resolution . Tom was often sucked into putting out fires and dealing with unresolved conflict that left Tom being the “ boss ” and holding intense critical conversations . The team lapsed into becoming a dysfunctional team .
Tom engaged me as a Scaling Up Certified Coach to train and develop a cohesive team . When I interviewed three of the key leaders , the stress between them and Tom became apparent . As often happens , when leaders or employees feel like what
they envision the company should be and where it should be going isn ’ t going to happen , they leave or are let go . Tom knew it was time to get the right seats on the bus filled with the right people having the right conversations . Thanks to Jim Collins , we know that who is in your bus — i . e ., on your team — is the most critical decision to go from good to great !
Now , nine months later , Tom has filled the seats on his leadership bus with the right people who practice productive conflict resolution . His newly formed leadership team practices mutual trust , respect , and accountability .
Tom , reflecting on this journey of developing a leadership team , focused on a shared vision and said this : “ I found out that running a company as we get bigger is a lot more about my relationship with the people than my personal skill as an engineer or a designer . So I think that was enlightening for me . I still like to be involved in things , of course , but I see the need to be much more of a leader than a designer . The scaling up system and the productive conflict resolution trainings help ...
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