The Challenge:

When this global mining company sanctioned a second major phase of an existing capital program, two previously separate project teams, along with contractor and parent-company personnel, suddenly needed to function as one team almost overnight. Without a shared culture, a common vocabulary, or a clear sense of collective purpose, the risk was that these groups would keep operating as separate teams sharing an org chart rather than a genuine program team, with duplicated effort and unclear ownership where their work overlapped.

The Solution:

C-Shift designed and facilitated a multi-part Leadership Alignment Workshop series built around team effectiveness fundamentals: shared identity, working styles, and purpose. Insights Discovery profiles gave the group a common language for how they and their teammates worked, setting up sessions to define the culture they wanted to build together and surface how each team's work would change once combined. Later sessions worked the room through a shared purpose statement and shared success criteria, exercises designed to build a single "we," not two teams reporting into the same program. What emerged was one team with a shared name, a shared vocabulary, and a shared definition of what winning looked like, carried forward by that same group into execution.