One of the leading companies in the prescription lenses segment was looking at a program on collaboration and building trust amongst the team members belonging to their global HR support center in India.

The company is a world leader in the ophthalmic industry. Founded in the year 1849 (close to 170 year old) in France, the company now employs close to 70,000 people in 70 countries. They offer a wide variety of prescription lenses (to correct eyesight) to lenses that protect eyes from harm and discomfort.

The entire learning engagement happened in 4 phases:

Phase 1: Stakeholder understanding & Identification of Learning Objectives:

To be able to understand the learning needs well, a series of stakeholder meeting / calls were organized between the client and L & D team of Catalyst. We interacted with the Global L&D SPOC, Business and the Project Heads. We understood that the team was supporting a global workforce. They were all excellent individual contributors. Due to some organization changes, the team was shaken up. We identified behavioral challenges around working together, mistrust amongst team members as the key issues being faced in the team.

Phase 2: Consolidation of findings:

Based on interactions with various stakeholders, we finalized following as the key learning objectives for the program.


The team had 3 sub teams and they faced collaboration related issues amongst them. Many of them were focusing on their individual objectives rather than think about their overall team objective. Hence we identified collaboration as one key learning objective of the program.


Certain instances in the organization created negative emotions amongst the team members. This contributed further to the collaboration barriers in the team. Instilling trust among them and helping them to manage and overcome negative emotions was key for them to work together.


There were instances of communication gaps though the entire team was located at the same place. This further led to collaboration issues and widening the trust gaps in the team. Working on overcoming the communication barriers in the team was identified as a key objective as it served an important link.

Phase 3: Solutioning and implementation:

The client and the participants were looking forward for some key takeaways from the 2-day workshop. They were keen to implement few actions (as part of an Action Learning Program) and wanted to have a review session 4 weeks after the initial intervention.  We decided to have a 2-day workshop to address the above learning objectives followed by a half day review session after a month.

The 2-day program was structured in the following manner

  • Maximise Board Game: We facilitated an engaging board game called Maximise which helped the participants to open up. We followed up with a strong debrief, where the team appreciated the importance of working as a single team and working for a larger common objective.
  • Building effective relationships at work: One of the key aspects of working in a team is to understand our own relationship styles and flex our style based on the stakeholder. Participants did a self-assessment of their own styles, and discussed how they could flex their styles to work effectively with each other by acknowledging their preferences.
  • Digital Display Game: Digital Display is an engaging and a tactile game. This activity enabled the participants to be mindful about other team members needs. And how they can help each other to achieve a common objective. We introduced them to different stages of team development. They assessed themselves to understand which Belbin team roles they were playing.
  • Handling Negative Emotions: A module on understanding the impact of carrying negative emotions along with tips to handle the predominant negative emotions was very well received by the team

The team was visibly charged up with the learnings from the workshop.

Phase 4: Action Learning Program

In order to make sure that the participants apply their learnings at work, we formed 4 different teams and each team was assigned a business project. This was done with the involvement of the Business Head. The teams had a timeline of 4 weeks to implement their business projects. A specific objective was carved out for each project.

As part of the review session, each team did a short presentation on their respective projects. During the presentation, they were encouraged to share the following

  • What did they learn about themselves and about others in the team
  • What did they learn from others?
  • What kind of challenges did they face? What learnings did they apply from the workshop?

We found a very encouraging response from the entire participants. The participants were quite enthusiastic about how they implemented some learnings from the workshop and how it was helping them at work.

Testimonial By the Client:

Coach/Trainer was very knowledgeable on the topics and the overall subject. Scenario-based and experiential learning was covered during the various team exercises and games. We were all well connected throughout the workshop. It was definitely a very good learning experience and we look forward in organizing such training/workshop in near future. The review session was very beneficial as we could see a change in the thought process in the participants.

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