Typical Client Outcomes
Client -Leadership Transformation
We were asked by a major US home builder client to improve their leadership processes and increase collaboration between departments.In the past the company had not focused on strategic planning that included the leaders of each department and there was a ‘silo’ effect happening within the organization. The lack of communication between departments was slowing down processes and delaying delivery to the clients.
We interviewed the department leaders and their support teams to evaluate the current processes and systems through surveys, focus groups and strategy sessions. In these sessions we mined the knowledge within each department and identified best practices as well as the challenges.
We recommended improvements in structure/process and communication based on the data gathered from each department. We developed best practices and visual process tools for each department leader and we brought the entire leadership team together to discuss implementation strategy. A timeline, leadership commitments and strategy mobilization were created and set up for immediate implementation and quarterly review.
Within the first 90 day cycle the new structure/process resulted in streamlined activities within each department which improved productivity by 17%. In that same cycle the leadership increased communication through regular weekly leadership connections to review strategy/timeline and goals. This represented a 50% increase in communication among leaders of each of the departments. As a result of the new processes/communication customer delivery improved by 28%.
Client- Leadership Evolution
We were asked by a major North American interior design firm to facilitate a leadership retreat and develop a leadership coaching program for their department leaders. The organization had just lost a much loved CEO who had recently retired and the new CEO was an outside hire.
We interviewed each of the leaders within the organization as well as the new CEO to determine what had been successful to date and what some of the opportunities were under new leadership. In the interviews it was apparent that the previous CEO was loved by all and there was a resistance to the new changes that come with a new CEO.
We recommended an offsite leadership retreat to review business processes and success to date and to build a new leadership aligned strategic retreat. We also recommended a twelve month leadership coaching program that would be based on the strategic plan developed at the leadership retreat.
The retreat allowed for each leader to openly share their concerns about the changes and how it would affect the leaders.We had conducted a pre-retreat survey and the level of trust was rated by the leadership group at 6 out of 10. After the retreat leaders surveyed rated trust as 9 out of 10. A strategic plan was created by the entire leadership team for the year ahead. After the leadership retreat we then implemented a twelve month coaching program for each of the leaders that focused on change management, leadership skill development and aligned all coaching to the strategic plan developed at the leadership retreat. At the twelve month mark leadership skill improvement had resulted in 36% increase in sales overall for the company.
Client- Leadership Adapting to Technology and Change
A CEO had hired me to Keynote at their annual conference on “Leading Change in a Fast Paced and Technological Workplace” where I presented statistics and research that says that the biggest challenge facing traditional organizations today is getting their entire workforce up to speed technologically. The CEO asked me to work with his organization to bring the leaders up to speed on helping their teams adapt to the technological solutions available.
We conducted an assessment using surveys, leader interviews, and focus groups to determine the current level of technological adaptation among the organization. We determined that over 60% of the workforce was not using the technological tools available to them at their full capacity. 43% were not aware of technological tools they could be using to improve productivity and over 56% were not willing to admit their lack of knowledge in regards to technology.
We created improved processes on identifying technological skills gaps and systems to provide training and knowledge in real time. We facilitated group sessions and called them weekly “Tech Talks” where each week a technological solution was presented and discussed by the group. Within a few weeks of ‘outing’ the technology gaps and the true level of knowledge in regards to technological tools productivity went up by 18%. We are working with the organization to create multi-delivery options for continual learning and awareness such as e-learning, useful apps, insider tips on proprietary technology and more.