# data[].attributes.headline
Election of New Executives for NECA's Network of Entrepreneurial Women (NNEW)

# data[].attributes.subject
Election of New Executives for NECA's Network of Entrepreneurial Women (NNEW)

# data[].attributes.body
I was the team leader in charge of co-ordinating the election of new executives and had to work with a team of 5 other women selected from each of the 5 chapters of the Network. The team had never previously met and had to agree on the strategy that would ensure that we met the goal of achieving democratically elected officials

# data[].attributes.body
The elections was conducted during the lockdown and the communication was via WhatsApp since team were in remote locations (5 different states) and zoom had not become a popular tool. There were a lot of challenges getting members to agree on the appropriate strategy to use since this was the first election to be conducted remotely and with team members who did not know each other. Members had different suggestions, some of which did not align with the goals of the Project. It was challenging for me as a Team Leader to get members on the same page

# data[].attributes.body
After a while, team members were able to agree on the appropriate strategy to conduct the elections with the buy-in from the NNEW Governing Council

# data[].attributes.body
Finally, the election was held as scheduled and team members played their assigned roles. The Team had to adapt to changing situations from the previously predictive projection in view of the changing situations brought about by the lockdown during Covid -19 and unanticipated vested interests

# data[].attributes.headline
1. My role is as a Programme Officer in providing full technical programming function in analyzing and supporting Country Programming Outcomes, budget monitoring, reporting, and facilitating the implementation of projects. 2. What was the situation? What was the issue? The project is in its last year of implementation.  The restriction of movements across regions and countries due to COVID-19 resulted in delays to the implementation and affect activities to some extent as the nature of the project activities are ‘people-focused, dialogue and consultation-based, and on the ground, including the dispatching of project staff, trainers, and constituents to the field.  3. How was it solved?  The project has developed the contingency plan.  The coronavirus outbreak casts a shadow over the timely completion of the project’s delivery.  We proposed a no-cost extension for the project for at least six months.  We also managed the list of activities on the need to accelerate innovation (infrastructure availing future online learning modality) in virtual/online learning and delivery.   The development objective remains unchanged and assists our partners' efforts in achieving an inclusive future of work through regional networking and dialogue on national skills strategies in meeting future skills challenges.

# data[].attributes.subject
1. My role is as a Programme Officer in providing full technical programming function in analyzing and supporting Country Programming Outcomes, budget monitoring, reporting, and facilitating the implementation of projects. 2. What was the situation? What was the issue? The project is in its last year of implementation.  The restriction of movements across regions and countries due to COVID-19 resulted in delays to the implementation and affect activities to some extent as the nature of the project activities are ‘people-focused, dialogue and consultation-based, and on the ground, including the dispatching of project staff, trainers, and constituents to the field.  3. How was it solved?  The project has developed the contingency plan.  The coronavirus outbreak casts a shadow over the timely completion of the project’s delivery.  We proposed a no-cost extension for the project for at least six months.  We also managed the list of activities on the need to accelerate innovation (infrastructure availing future online learning modality) in virtual/online learning and delivery.   The development objective remains unchanged and assists our partners' efforts in achieving an inclusive future of work through regional networking and dialogue on national skills strategies in meeting future skills challenges.

# data[].attributes.headline
Holding a Global Conference on Country's efforts against COVID 19

# data[].attributes.subject
Holding a Global Conference on Country's efforts against COVID 19

# data[].attributes.body
I was one of the 10 other team members to conduct a global virtual conference showcasing the country's efforts against COVID

# data[].attributes.body
Tasks were distributed among the team based on expertise and location. a group on teams and whats app was created

# data[].attributes.body
disucssion and meetings to agree on the timeline, budget, venue, IT company, time of event, and list of participants.

# data[].attributes.body
each member started working on their assigned tasks within the timelime

# data[].attributes.body
feedback and comments gathered from attendees

# data[].attributes.headline
Establishing a national Review Panel on status of factory safety

# data[].attributes.subject
Establishing a national Review Panel on status of factory safety

# data[].attributes.body
I represented the office as a technical expert at a national tripartite committee (NTC) on buiklding safety. The (NTC) made decision to establish a multistakeholder review panel to determine whether factories imminently dangerous to life should be closed immediately or are permitted make immediate remediations that would allow it to continue operations

# data[].attributes.body
There was an accident at the project. A boundary wall of a project site premise collapsed and several peoples were injured. A formal team consists of 5 members was formed by the Ministry to investigate the issue. The TOR of the team was to investigate the reason for the failure and to recommend how to avoid this in future. The team sit together on first week. They were briefed about the objective and timeline of the team. The team members began to know the team and its members. I was a member of that team. The team leader was assigned based on the seniority.

# data[].attributes.body
After the elections, the officials were formally announced to members. Thereafter, the team wrote the report which was submitted to and approved by the Governing Council. The team was then successful disbanded

# data[].attributes.body
The review panel was comprised of representatives buyers, employers associations, and academia. The panel was chaired by a senior government official. For several months, the panel could not decide on core strength values that would determine if a level of safety of a factory would be considered imminitely dangerous to life. There were disagreements, conflicts, heated debate. I arranged two workshops to work through the science of determining minimum core strengths

# data[].attributes.body
After to long workshops, all members of the review panel agreed on core strength value that would determine if a factory was immently dangerous to life and health.

# data[].attributes.body
The review panel were able to be notified immediately of factories with below minimum core strrength values; convened a meeting within 48 hour, and made decision within 5-days. Resulting in closure of the most critical factories

# data[].attributes.body
During the initial assessment stage, the review panel fulfilled its mandate, closing all factories that were imminently dangerous to life and health. The review panel has not been active per the original terms of reference. However, the body is still available to convene if any newly identified safety issues of a crtical nature arises.

# data[].attributes.body
This was a heterogeneous team. One person from ministry level (team leader), one technical expert, one contract expert, one administrative person and one junior level officer were included in the team. Technical expert and Contract expert were selected from outside the organization and public sector. They both are renowned in their field. Technical expert was from a university and the Contract expert is a partner of large law firm specialized in contractual matters. At the very first, there are some tension among the team members especially between the ministry’s member and outside experts. As the public sector staffs depends on hierarchy and two private sector experts have blossomed their career with expertise rather than position, the turmoil was inevitable. There was also tension between technical expert and the contract expert, as both of them are looking in the subject issue from very different angle.

# data[].attributes.body
The team leader was able to placate the tension among the members by unifying them with the common objective of the team. The team begin to settle and perform toward shared objective. The team leader emphasis to set aside the person issues and concentrate on the objectives of the team.

# data[].attributes.body
The team is now performing in full swing. All the members are working in collaboration to complete the task. Everyone is supplementing each other’s input which enabled to create the larger 3600 picture of the problem issue.

# data[].attributes.body
After sometime, the final report was prepared and submitted by the team to the formal authority. A workshop was organized to disseminate the findings and knowledge of the team’s study. Then the team leader arranged a adieu meeting of the team members.

# data[].attributes.body
At the final phase of the project the team had evolved into a cohesive and harmonious group the information and deliverables documents flowed every week. On the other hand, recently incorporated team members needed in the last stage of the project were adapting fast to the team leader vision and goals. Unfortunately, this was not the case of a new external collaborator located in an isolated region of the country. consequently, the project manager and the project assistant in a short period of time identified the problem and acted swiftly introducing a new set of tools to the external collaborator to make easier his adaptation process achieving positive results.

# data[].attributes.body
As country manager for a charitable training organisation in Pakistan. I inherited a team that was dedicated but burnt out. The main donor had pulled out and the team had to reposition themselves to be a more informal project based team, as we needed to reconfigure to project based funding.

# data[].attributes.body
The team was exhausted and carried a strong memory of every incident that had occurred over the last 3 years. First I had to listen to their grievances and then build on their suggestions and build a vision and mission on what we could do and encourage them as they were still dedicated underneath it all.

# data[].attributes.body
I attended many external meetings with a view to project acquisition. Every week I would inform the team about potential projects and when confirmed, coordinate the team and assign roles and responsibilities. As the client base increased the motivation and application of the team increased.

# data[].attributes.body
As the projects were started, we focused on quality and value for money and the reputation of the team and organisation was built up, leading to a rebuilding of reputation and further work with new clients through recommendations. There were past issues to be sorted out and an downsizing of the team to deal with. The M&E, HR and financial functions were restored to effectiveness during this time.

# data[].attributes.body
As the original team was purposed for a larger donor project, there came a time that downsizing and repurposing of the team had to be done. This was an emotional time for the team and for me as team leader. I kept an honest and open approach and tried to communicate the reasons without making them personal. We also tried to brain storm and find alternative solutions. Generally the team were understanding about the situation, although culturally, restructuring is not common.

# data[].attributes.headline
Mutual Recognition of Skills: I was  a Programme Officer in providing full technical programming function in analyzing and supporting Country Programming Outcomes, budget monitoring, reporting, and facilitating the implementation of projects. 2.	The situation was the project is in its last year of implementation.  The restriction of movements across regions and countries due to COVID-19 resulted in delays to the implementation and affect activities to some extent as the nature of the project activities are ‘people-focused, dialogue and consultation-based, and on the ground, including the dispatching of project staff, trainers, and constituents to the field.  3. The project has developed the contingency plan.  The coronavirus outbreak casts a shadow over the timely completion of the project’s delivery.  We proposed a no-cost extension for the project for at least six months.  We also managed the list of activities on the need to accelerate innovation (infrastructure availing future online learning modality) in virtual/online learning and delivery.  The development objective remains unchanged and assists our partners' efforts in achieving an inclusive future of work through regional networking and dialogue on national skills strategies in meeting future skills challenges. 

# data[].attributes.subject
Mutual Recognition of Skills: I was  a Programme Officer in providing full technical programming function in analyzing and supporting Country Programming Outcomes, budget monitoring, reporting, and facilitating the implementation of projects. 2.	The situation was the project is in its last year of implementation.  The restriction of movements across regions and countries due to COVID-19 resulted in delays to the implementation and affect activities to some extent as the nature of the project activities are ‘people-focused, dialogue and consultation-based, and on the ground, including the dispatching of project staff, trainers, and constituents to the field.  3. The project has developed the contingency plan.  The coronavirus outbreak casts a shadow over the timely completion of the project’s delivery.  We proposed a no-cost extension for the project for at least six months.  We also managed the list of activities on the need to accelerate innovation (infrastructure availing future online learning modality) in virtual/online learning and delivery.  The development objective remains unchanged and assists our partners' efforts in achieving an inclusive future of work through regional networking and dialogue on national skills strategies in meeting future skills challenges. 

# data[].attributes.body
During last phase of civil conflict in Sri Lanka in 2009, delegates of ICRC and UN agencies were asked to leave the conflict zone where more than 400000 people were trapped. ICRC bring the neutral agency had to deliver its mandated and humanitarian services through National Staff/Multi-Functional Team (MFT), MFT members were initially selected through election by employees. However, selected MFT were not diverse. MFT members were re-elected giving importance to diverse factors including sectoral knowledge, length of working experience, etc.

# data[].attributes.body
My happiest memories of working as a team are from my first job. We were project officers recruited from different campuses across the country by an international bilateral funding agency.
During the initial stages, our boss did a fantastic job of making us comfortable and building team camaraderie and fun: Everyday he'd join us for morning tea and spend a few minutes chatting with all of us. Every Friday, he used to sponsor ice cream for the team from a local 'legendary' brand. Once, during some informal meeting, he also got up and danced a bit. He knew how to build fun into work and also, make us all feel cared for.
I learnt my most valuable team building lessons during my time in his team and remain grateful for those invaluable experiences, to this day. Whenever I lead a team, I think of him as my role model (though I barely reach
anywhere close).

# data[].attributes.headline
Team formation and clarification of objective make difference!!

# data[].attributes.subject
Team formation and clarification of objective make difference!!

# data[].attributes.body
My employer, an international development organization, had to reputational issue aroused when unsatisfied local NGOs lodged complaints with charge of unfair implementing partner selection and non-compliance with the rules of the non-government organization. The incident happed in Dec 2010 just prior I joint the organization. I realized that none of staff are ready to be in lead position and also contribute for addressing the legal issue. Perhaps, they felt that it would be difficult to manage the issue which will in turn make their situation difficult as some of them were part of partner selection committee. I realized that we need to work together and use the added value, knowledge and skills to settle the problem. Then we have conducted series of the meeting to identify the key members to work in this burning issues. As foundation towards the teaming, we made two things clear to the team;

1)    There would not any negative consequence in the job of staff from possible failure in managing problems

2)    We came in same page that about ownership and benefits from managing the issues

With this ground rule, we have identified key members and way they can support me in influencing the government agency where complaint was lodged and negotiating with the dissatisfied local NGOs. Prior to holding negotiation meeting, our team has clarified bottom line of our position and communicated nice in face-to-face meeting. Finally, we were able to manage the issue in condition that we will ensure 100% transparent implementation with assurance of application of trusted tools.

# data[].attributes.body
The team was strengthened by a young team member who had no previous experience with independent project work and had done many internships with interesting topics at reputable institutions during his studies. So the theoretical expertise was there. I was tasked with familiarising the team member on site. Conflicts arose because my seniority and many years of experience were not recognised and the team member had exaggerated expectations with regard to his authority and entitlement. Also, the team member was briefed differently by the head office about his role and responsibility in the project than I was. The contradictions could not be resolved even after consultations with the project manager, which resulted in collegial cooperation only taking place at a minimal level and the young team member making many avoidable mistakes, which led to frustration on his part, in the team and among the partners, and ultimately to his leaving the team.

# data[].attributes.body
A few years ago I was working for an NGO and the weekly team meetings we had there I still remember in a very positive way. The setting tended to be rather informal while having breakfast at the same time for quite some hours. At the same time, the meetings were very well structured and the positions for those who moderate, report something within their current tasks in greater detail or the person writing the protocols rotated every week. This way everybody was of the same value so to say. Everybody listened carefully, contributed with his*her own knowledge or experience, we congratulated each other on their great job they delivered, gave advice in case of problems or shared our emotions whenever we felt it is right. Later on in other organisations I often felt that there is not the time for doing such type of meetings, there are always other priorities and actual work needs to be done first, meetings need to be done quickly and only about the major tasks pending. Still, I carry this experience of those informal meetings with me and try to stick with such settings whenever possible as it is also such a great way to build a positive team spirit.

# data[].attributes.body
It was during my PhD. A new student joined the team. As a result, all the network was destabilized, even the team meetings became difficult to hold.
The team leader has played an important role to clarify things and to rearrange the whole team.

# data[].attributes.headline
My first experience in a developpement Project

# data[].attributes.subject
My first experience in a developpement Project

# data[].attributes.body
I was just graduated of a Master in population studies and i get contacted by an governmental Project wich was aim to improve small producer crops and Food security in Burkina Faso. This project was design as a matrix project with focal point in 3 ministries ( Water, Environnement, and agriculture). The project had is own office with a national coordinator at his head. My office was based in the ministy of Water with the focal point as a supervisor. Its toke me times to understand this complex organization but now i persue the big challenge of projects design and governance for effectiveness of the change we want to address.

# data[].attributes.headline
Credibility and reputation of the team-Donor relationship

# data[].attributes.subject
Credibility and reputation of the team-Donor relationship

# data[].attributes.body
I was the number 2 of our team. The project manager assigned an important task to the team and asked me to coordinate. It was about to fill out a questionnaire elaborated by the donor to assess the project they were funding. It was a question of credibility but also the reputation of our team and office. The donor was extremely strict and they wanted us to report concrete results by following a strict schema of questions. The problem was that different people worked on the project funded and used different tools to report on their activities. So my role was to harmonize the work done in certain language and led them to the same objective and language. To do so, I shared with them the guidelines and line of action. I also had meetings with the team to influence and promote the common understanding of the work and its implications. All were motivated and ready to align their drafting to the common objectives.

# data[].attributes.body
Changing the project manager in the middle of the project is quite challenging. Ad to this 100% teleworking, donor unsatisfaction, problems with partners and in the same time the aim to get a no-cost extension. I get to light following step-by-step all necessary changes and actions, even sometime not even the light at the end of the tunel wasn't visible. My team was dedicated and committed, motivated to contribute to the desired result. Patience and tenacity should be considered.

# data[].attributes.body
After floods in Peru we were grated funds to execute projects on GBV. One of the activities was to provide dignity kits and security kits for women living in shelters. For this purpose we organized a group of volunteers to assemble the kits (we were able to find the products but not someone to assemble the kits). Since it was my idea I was named the moderator (to put it in terms we are working with right now). Before the working days began I had to devise a way to work with a group of people that didn't know each other. The most difficult part was the actual work. The first few hours we were a little lost. However, as we kept adjusting the methodology and engaging all volunteers things started to flow better. We were able to assemble all the needed kits and colleagues from other agencies mentioned that they were willing to use the same scheme since it was less costly and it involved the community (something that donors tend to like)

# data[].attributes.body
I was transferred in a new satellite office in the middle of implementing a COVID-19 response which was significantly delayed due to the pandemic and logistical issues in remote areas

# data[].attributes.body
As the head of office, I am tasked to provide oversight on both office management and project management. In identifying challenges in implementation, project staff quickly turned to blame resource management unit for the delays of the project: Hand washing stations are not being installed in target locations.

# data[].attributes.body
The team and I identified critical backlogs and addressed them one by one to gain momentum. The suppliers are having a hard time transporting the hand washing stations in remote areas so we explored using smaller boats.By the second month, a significant number of stations are installed

# data[].attributes.body
To sustain the gains, the project team pursued other sustainability measures to ensure ownership of community members on handwashing stations. Policies were passed to institutionalise the roles and responsibilities of the government and community members on the operations and maintenance of the stations

# data[].attributes.body
Lessons learned and knowledge management products were compiled and shared with community members

# data[].attributes.headline
Starting up a new role as Project Officer 

# data[].attributes.subject
Starting up a new role as Project Officer 

# data[].attributes.body
I joined a new organization in January 2021. This was the peak of the covid third wave in my country hence we were remote working. Despite this, there was so much work to be completed in the first few weeks while struggling with poor internet connectivity and a team leader that was not very good at communication. I was so overwhelmed during week two after failing to meet some deadlines. I talked to a colleague who told me to take the matter up with the team leader. We worked out a mechanism for better communication and goal setting.

# data[].attributes.body
In 2017, when i was working with the Danish Refugee Council in one of the refugee camps in Ethiopia, i had to lead a team of 4 technicians. The team had to be grouped in two: Shelter team, two technicians; Infrastructure team, two technicians. Since, all of them have the same level of expertise and experience in the organization, it was difficult for me to come up with a defined criteria, who works what. Besides, the team started competing in resource allocation, e.g. construction materials and tools

# data[].attributes.body
Finally, the project has came up with a selection criteria to form the two teams. The technicians being provided a refresher training on how to function and operate as team and deliver the intended goal of the project.

# data[].attributes.body
Both teams was able to function smoothly and competed among each others and finished their respective project without compromising quality, within the allocated budget and timeframe.

# data[].attributes.body
Resource competition was seen as a problem.

# data[].attributes.body
The most memorable story of me working with the project team falls back ten or eleven years ago when I joined one of the international organizations. I started as the project assistant and it was envisaged that after two months I had to temporarily replace the coordinator of the project who was pregnant and was planning to take maternity leave in due course for four months. Exactly in four days since I joined the team, my colleague gave an early birth to a child (child was healthy) and I found myself storming, forming, norming and performing at the same time. It was a great experience and I learnt a lot in a short period of time, however it was enormously stressful.

# data[].attributes.headline
NAVIGATING THE "STORMS" OF THE STORMING PHASE

# data[].attributes.subject
NAVIGATING THE "STORMS" OF THE STORMING PHASE

# data[].attributes.body
As a manager heading a newly formed department in my organization, I must honestly say I am at the STORMING stage with my team. We passed the “honey moon” stage were my team members were all “chummy and sweet” with each other, very accepting of propositions made, and very eager to work overtime without complaint.

Then the storm broke. Unfortunately, my team members were recruited a week before the COVID-19 Pandemic hit, so my interactions with them for the first five months after they were recruited, were all virtual since we were on lockdown.

When situations calmed and more traditional work hours and schedules resumed, the team begun to operate more like their real selves- and not the ideal version I was introduced to.
By this time, team members were more comfortable with each other because of the constant virtual interactions they had had with each other through our “Teams” meetings. Team members had become more expressive-some even very argumentative. The more overly ambitious team members begun to undermine their team mates, and there were more and more conflicts among the team. Meetings became longer because we could never agree on anything-everyone had an opinion and wanted their opinion taken.

Unfortunately, although a department, my team members are stationed in different parts of the country where branches of our organization are. This means we do not get to work together physically in the same space and gradually create and build interpersonal relationships.
So, I decided to organize a seven day “onboarding session” for the team after the lockdown had been lifted. I wanted to meet the team face-to-face, and establish a connection with them, as well as allow them build some relationship among themselves.

Although a virtual “onboarding session” had already been organized for them, I wanted a physical session with the team to properly orient them and establish a connection with them through the face-to-face interaction. This onboarding session was mainly to present to the team the objective of the department and get their commitment.
Hence, the major activity for this onboarding session was to develop an M&E Organizational Capacity Assessment Tool with the team, and conduct an M&E Organizational Capacity Assessment using the developed tool. The plan was to get the team to truly see why they have been employed, and the services they needed to provide to the organization by providing solutions to the gaps identified through the assessment tool.

Having conducted the assessment together, we analyzed our findings and drafted a report. The final report which was approved by senior management became the basis of our department’s strategy and Annual Departmental Plans. Based on the findings of our assessment, we were able to refine the exiting strategy for the department to suit the actual situation on the ground. The team thus became in tune with the situation on the ground and owned the strategy to fill identified gaps.

After finalizing the new departmental strategy and getting it approved, I tasked each team member to develop an annual Individual Work Plan informed by the new strategy and departmental plan. Their performance would be assessed based on the finalized Individual Work Plan for each team member, which I would have to approve.

In subsequent weeks, we developed some work procedures as a way to establish some ground rules.

Now, to reduce the "physical distance" between us (myself and the rest of the team members), I organize informal review meetings with the team every second and fourth Friday of each month to discuss progress made and corrective measures to be taken with regard to our departmental plan. This is in addition to our quarterly review meetings which are more formal. Our discussions are guided by the objectives set in the departmental plan, as well as the timelines and targets we have defined, so this reduces irrelevant arguments during meetings.
Conversations are limited to factors that are hindering progress in achieving our objectives, success factors, corrective actions to be taken, and lessons learnt. All reporting templates being used by the team incorporate these dimensions of our discussion as well, so issues discussed naturally are also reported on since the dimensions that guide our conversations are also reporting requirements.

I have also become more attentive to situations that can cause conflicts during meetings with my team. Whenever I facilitate a meeting now, I pay particular attention to situations such as a team member cutting off their team mates while they are making a contribution, and snide and mean comments exchanged between team mates. I calmly but firmly call out any team member who exhibits such behavior continuously.

Other steps I intend to take along the way, to move my team to the Performing stage, is to include sessions on effective communication and team building, in addition to other soft-skills related topics in all our training sessions to enhance team cohesion.

# data[].attributes.body
At the beginning of this phase, we had tremendously rough times, since there were major needs of our  products in the region as well as major mistrust among beneficiaries. We almost did nothing rather than listening various stakeholders. It took really months to build those trusts and begin our project interventions.

# data[].attributes.headline
Navigating the 'slightly' known terrain!

# data[].attributes.subject
Navigating the 'slightly' known terrain!

# data[].attributes.body
After the initial storming, we started to build some trust, and we formed our project management team involving local partners. We spent a substantial amount of time discussing and listening to local needs and constraints. We also discussed with local government agencies at this phase.

# data[].attributes.body
We were more confident at this stage. We knew what we were about to face, and how to overcome any specific challenges. Team members played role as a team, not focused on individual performance or success. Our collaborative, iterative, and adaptive approach helped us to initiate meaningful contributions to the area.

# data[].attributes.headline
Challenges were there, but we figured that out!

# data[].attributes.subject
Challenges were there, but we figured that out!

# data[].attributes.body
Our work/interventions were not without any crisis. We incorporated the concepts of uncertainty into our overall efforts. Our tasks and relationships were clear. We resolved our conflicts as soon as we recognized those. Communication was open, respectful, and productive. From the beginning of the project, we stressed the importance of working together and face the reality as a team, rather than excel individually.

# data[].attributes.body
We are now middle of the project. Surely, pandemic has forced us to delay many of its components to accomplish. We are facing difficulties largely because of change of plans during this pandemic. We do not need to have any reform, since we designed with the concept and ideas of uncertainty and challenges. But we need to be more creative to fulfill our promised outcomes.

# data[].attributes.body
Following my appoint as Social Protection Specialist, with regional supervisory oversite of Technical experts my authority was initially challenged by colleagues. This resulted in uncomfortable (remote) engagements where, through negotiation strategies, clear lines of authority were drawn.
The work relationships increasingly improved as a trust relationship was established, and performance capacities confirmed. Against this experience, I granted the colleagues more autonomy and responsibility thresholds which yielded phenomenal results inclusive of the birth of the TRANSFORM training package.