The start
An IT supplier is suffering an erosion of trust with a major customer, a mobile telecom operator in Ireland.

Eugene, the key account manager, invites us to facilitate a day intended to rebuild trust and a sense of partnership. Both sides are buying into the possible benefits of the day.

What happened?
Using examples of “best moments” and “difficult moments” the two teams gave each other feedback about their values and needs and identified issues to be worked on. The atmosphere became tense. It emerged that the customer felt like a "hostage". The supplier was frustrated the client wouldn't accept their advice, and angry the customer had poached their staff to challenge the time estimates in their proposals. A low trust mindset on both sides was fuelling suspicion, defensiveness and anger. The further complication of "cultural differences" was acknowledged: the supplier being Israeli and the customer Irish.

Mixed groups explored each issue from both perspectives and developed specific proposals and actions for sign-off by the whole group. During this second phase a more constructive energy arose, letting go of past frustrations joining in making contributions to a more postive future.

By the end?
Rather than trying to change one another’s culture or behaviour both sides had agreed to accept their differences, agree on some practical repairs and commit to make progress.

In the words of Ziva Bernstein, Vice President: "We were extremely pleased with the quality of the session you facilitated with an important client and business partner. Your professionalism, easy manner and industry knowledge enabled you to manage an extremely challenging agenda, far exceeding all expectations and allowing us to complete our objectives in a timely manner."