The Challenge
A relatively small manufacturer and distributor was acquired by a major global biochemical company. The local management team struggled to adapt to the new leadership structure, and the global leadership team lacked clarity on how to manage the change. Considering both challenges, there was a risk of moving too quickly and not taking the time to understand the barriers to growth and how to move forward successfully.
The Solution
I stepped in as a strategic clarity partner, helping the local team to understand the benefits of the new structure, and helping the global leadership team to ask the right questions to understand the perspective of the local team. This included facilitating sessions that focused on strategic vision clarity, uncovering blind spots, and showing how the changes could benefit all involved.
The Result
- Leadership received a clear outside perspective on the importance of listening, empathy, and future-oriented communication.
- A procedure was developed to prioritize clear and relevant communication across departments, that emphasized mutual understanding and effort.
- The organization gained renewed confidence in managing change and communicating in non-threatening and productive ways.
The Challenge
A small technology company was experiencing rapid growth but lacked operational structure. There were multiple brands operating without clear delineation and dedicated leadership, and the process of finding and retaining talent was inconsistent.
The Solution
I organized their operations by establishing each brand as a distinct corporation, identified leaders for those business units, and stabilized their talent identification and development process.
The Result
- Each brand gained motivated and skilled leadership who could focus on the growth of the separate business.
- Talent identification and development became a strategic process as opposed to a reflexive response to external pressure.
- As a result of our work together, the group of companies enjoyed a 200% growth in its workforce.
The Challenge
A First Nation governance authority is made up of three distinct bands, and each band has its own strategic priorities that oftentimes don’t align. As a result, each band ends up competing for resources as opposed to sharing them.
The Solution
I worked with the First Nation bands to identify gaps in their understanding of the unique value of each band and the leadership of those bands. Together, we established a team charter to guide them in all future strategic communication and operational execution.
The Result
- Leadership gained greater awareness of how to lead from a place of service to others, and how to foster an environment of genuine teamwork.
- Individual bands learned the importance of accountability and their own role in the success of the First Nation.
- The First Nation established a new structure that fostered better collaboration, communication and accountability.
The Challenge
A company specializing in transportation security built a reputation for good leadership and customer service. A certain amount of sameness had set in, and recent policy and structural changes threatened to upend stability.
The Solution
I worked with the leadership team to develop and facilitate a corporate training event. The event included a communication style inventory and debrief, a leadership style inventory and debrief, and a session on developing and sustaining high performing teams.
The Result
- Reinforcement and further appreciation of team members’ communication and leadership strengths.
- A leadership roadmap that aligned with the team’s upcoming strategic goals.
- Renewed confidence in their ability to lead well through continued growth and change.
The Challenge
A division at a global giant in the financial sector struggled to provide feedback to team members, that resulted in missing their KPIs. Specifically, they struggled to bridge the gap between career coaching (to get to where you want to go) and performance and development (to know where you stand).
The Solution
I worked with the team as a leadership development coach, providing specific tools on how to give and receive feedback that results in strategic execution, and a roadmap on how to be a leader who coaches others to success.
The Result
- Team leaders grew in their understanding of the nuanced differences between leadership and management, and how to apply those nuances in different team situations.
- Through role playing utilizing company-specific situations, managers grew in their ability to give and receive feedback in especially challenging environments.
- Younger team members walked away with a renewed sense of confidence in the company’s ability to develop them as leaders.
The Challenge
A custom home design company had built a reputation for exceptional customer service –but their output and growth weren’t reflecting it. Their customers were happy with their experience, but the net promoter score indicated they weren’t telling others about it.
The Solution
I worked with the leadership team to reframe the customer journey from customer service to customer experience.
The Result
- The leadership team revised their values and developed a new mission statement taking into consideration the customer experience paradigm.
- A set of repeatable customer experience tools and processes that gave them immediate feedback on the results of their efforts in this area.
- Renewed confidence in their ability to continue to grow and serve their community.