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“What happens so often is people do a one-time hit when it comes to team and leadership development. People are put in one class and we expect it to change their world overnight,” she explains.
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Kleindl was resolute in making a lasting impact. She planned to implement a comprehensive leadership and team development programme that would transform her work culture and provide a foundational structure for her team. Her career often has included strategising on the higher executive level. It took our work from a priority state of 4 to 9 overnight,” she says.Īs daunting as her situation seemed, Kleindl wasn’t new to managing dynamic groups or governing complex situations. To add to the chaos, this group, which had operated autonomously within Microsoft, faced a large organisational shift when she started: “Our enterprise and small business teams integrated our CRM solutions into the overall business strategy and execution. She also manages a team of leaders who drive worldwide standards for sales basics, internal and external readiness, and the business rhythm and communications to accelerate the MBS group. Creating and fostering a culture of teamwork requires trust, collaboration, and accountability. Forty exceptional employees, six short months, and the responsibility to one reputable Fortune 100 company: That is what Darci Kleindl was handed when she accepted a job as the general manager of sales excellence and sales enablement for the Microsoft Business Solutions (MBS) group. She inherited a global team of customer support managers, all of whom work with diverse clientele, including engineers, marketing organisations, consultants, and external customers.