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Businesses, Interactive Training, Group Coaching, Team Coaching

CBRE Builds Teamwork in a Newly Formed Team

CBRE is a property management real estate company that manages many high rise commercial buildings.

The Director in one of their NYC properties wanted to better serve CBRE’s tenants by developing an internal high performing team that was characterized by improved communicates and collaboration, better throughput of work that serves tenants and stakeholders, and more understanding of how to listen and respond.

The objectives included building teamwork in a newly formed team, clarifying roles, strengthening accountability, empowering growth and building trust so the team could function in a friction-free manner to better serve tenants and other stakeholders.

professional team high diving
Learn how we helped

How We Helped

Six senior leaders were chosen to participate.

We conducted a six-phase project consisting of:

  • a kickoff Zoom-based deep dive into the purpose of the project and the existing views of the team, as well as identification of problems caused by a lack of communication and collaboration.
  • individual assessments of the communication preferences and motivations of each team member,
  • 1on1 debriefs of the reports generated by the assessments,
  • two in-person group interactive workshops that provided content on neuroscience-based communication, developed team members’ relationships with each other, and analyzed the information realized from the assessments.

The activities included pair shares, small group discussion, and large group discussions.

The last part of the project was pulling together outcomes and team members’ perceptions of improvement.

Results Achieved

  • The team members pointed out in the first session that the indicators they felt prevented more teamwork, communication and collaboration were:
    •  accountability to get tasks done on time
    • asking others to adapt
    • clarifying the urgency of a problem
    • communicating with vendors about the tenant’s urgency and point of view
    • copying people appropriately with various notifications
  • By the end of the engagement progress had been made in each area as indicated on a questionnaire where several members rated these issues as ‘some improvement’ and several others rated them as ‘great improvement’.
  • Additional questions were asked pertaining to the major objectives of the project. The highest amount of improvement was seen in the answers to these issues:
    a. “I sense that we can handle problems with better collaboration and communication.”
    b. “I see how I can use these tools and deepened awareness with my staff.”
    c. “I understand the importance of deepening work relationships to enhance team productivity and create better morale.”
  • Through follow-up questions and observations, it was noted that there were immediate improvements in communication and collaboration as demonstrated in the immediate evaluation.
  • After two weeks, the comments indicate that the awareness and content built during the engagement were still making a difference and creating improved outcomes.
  • After four weeks, marked improvements were still being noted. This focus on communication and collaboration has also yielded improvements in psychological safety and trust.
“I have always believed myself to be a good communicator given my analytic nature. My motto has been ‘treat others like you want to be treated’. However, I do believe the workshop made me more aware or conscientious of how I communicate. Now I have tweaked the above saying to ‘communicate with others like they want to be communicated with." Senior Team Leader - CBRE “Enhanced psychological safety is evident through an incident where someone was transparent about fault. Team trust is present.” Director - CBRE
CBRE - Senior Team Leader & Director
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