Building from a Single Person to Scalable Organization
Assignment: An entrepreneur wants to transition from a one-man show to building a strong management team and a scalable operation. My assignment is to present steps to the next level while giving him near term tools to delegate successfully, hold his people accountable and gain time for him to plan instead of reacting.
Outcome: Key staff members report their boss moved from micromanaging to delegating, from telling to asking, and from near-term, reactionary management to long-range planning with a vision. He moved towards serving their aspirations, not just his own. Staff is cautiously optimistic.
Results Happen When the Teams Hold Each Other Accountable
Assignment: The CEO of a rapidly expanding consumer products firm has a strong marketing background but limited formal leadership training. My job is to help the CEO and her team take the company to the next level, with a specific objective of learning how to give feedback in a way that it can be heard and acted on.
Outcome: Team members have begun giving each other real-time feedback that reinforces what is working and reduces what isn’t. The feedback holds people accountable while reinforcing good behaviors, changing habits that are not productive, and ensuring that key milestones are achieved. A few early successes have encouraged them to practice what seems counter intuitive.
Resolve a Conflict Between Senior Two Senior Leaders
Assignment: The BOD of a technology company is concerned that ongoing conflict between two senior managers will prevent the company from achieving its growth objectives. My assignment is to help define their roles, set clear objectives, and provide a process for having difficult conversations that lead to resolution rather than more conflict.
Outcome: As a result of clarifying their roles and working out a process for resolving conflict, management meetings have become more productive, decisions are being made in a timely fashion, and people are starting to follow through on those decisions. They recognize this is a new beginning which will require commitment over a period of time.
Transition from CEO to CEO of CEOs
Assignment: A private equity fund wanted to grow an existing business using acquisition as the primary strategy. The CEO selected me to coach him deal with cultural problems, assess existing leadership and focus these leaders on both their growth and the growth of their business units.
Outcome: Companies have been acquired and there is a solid plan to grow leadership and the business units.
Rapid Growth Can Stress the Organization
Assignment: The rapid growth of a division within a Fortune 500 company has put significant stressors on internal communications and has exposed both a lack of team work and processes. I was brought in to help resolve communication/relationship issues, break down functional barriers, while reinforcing the importance of process improvements required to maintain rapid growth.
Outcome: Improved communications has enabled senior management to start to function as a team rather than a collection of individual superstars. This is leading to increased productivity, less “save the customer” heroics, reduced stress and burnout among key players. The trend line has bumps but is going in the right direction.
Change Can Be Oh So Slow
Assignment: I was selected as part of a team to guide a pilot operation for Intel with the goal of improving the company’s pipeline of future leaders. Specifically, my task is to coach a very senior key stakeholder on how to successfully create and implement change in a very large organization.
Outcome: The key stakeholder has experienced some early success in creating meaningful change. However, as often happens in large companies, pushing this change throughout the organization is proving a challenge. We are continuing to work on his ability to create results through others.
Transitioning to a New Role Can Create Retention Opportunities
Assignment: The corporate attorney was in a law partnership prior to joining the company. Her first year performance numbers were very low and she was ready to resign. The company spent a lot of time and money to recruit her.
Outcome: She told me she was working 70 hours a week which was too much time away from her daughter. She was angry about not being appreciated, felt like a failure and was disappointed with her boss. After talking she realized her boss had given her warnings she deflected, that she needed help with time management and came to the realization that she was the problem. That her blaming others did not yield results where as if she started asking herself questions like, "How can I....., What can I..." that she could change her attitude as well as the results.