Case Studies2018-04-12T19:41:51+00:00

The Background

A private organization with more than 100 employees that recognized productivity and engagement had fallen significantly, although they weren’t sure why. Personnel were pitted against each other as resources were limited. Managers were struggling to identify high potentials, and find cohesion in their team as they lacked vision and inspiration. Senior leaders were frustrated with the inaction of managers, and the absenteeism among staff.

The Problem

Inattention to industry advances, lack of collaboration among management, and staff disenchantment created over-staffing and underdeveloped people to face the challenges ahead. Competition among employees emerged, creating a culture of gossip and disagreement, lost productivity, and general disgruntlement.

The Solution

We provided leadership training for managers in parallel with team training on the 3 C’s (Communication, Conflict, Change). We paired training with individual coaching opportunities available to deepen the learning and foster application of the new skills. Coaching was offered on a first-come, first-served basis, with consideration to new people during each training visit. Our delivery was scheduled over a one-year period, although we have been renewed for additional training for multiple years.

Where Are They Now

The teams are cohesive, with active skills in managing conflict, addressing workflow, innovating solutions and advances in the industry, and continuing to challenge each other to grow. Their innovation contributes to being a leader in the industry, and creating a strong advantage in attracting new clients.

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The Background

One division (50 people out of 1600 employees) of a government transit agency was looking to improve leadership skills and subsequently drive succession planning among the managers. This fast-growing agency was experiencing growing pains in delegation of duties, embracing change, and public rapport.

The Problem

Poor decision making by previous leaders had damaged public confidence, created inefficient silos, and general apathy. The client was in distress over distribution of workload, responsibilities and accountability, and change management.

The Solution

We are designing and delivering bi-monthly training in progression over a three-year contract. Our approach is to focus on the individual leader in year 1, the team in year 2, and the collaboration in year 3. Our focus is breaking down silos by building relationships, developing accountability, and using a buddy system to keep the learning alive between sessions. We have paired the group training with individual coaching to challenge leaders to bring their new learning back to their staff.

Where Are They Now

We continue to design training content to match the current climate with the client, delivering with real-life examples for ease in discussion. We hold coaching sessions with the individuals, alternating between in person and remote coaching so that each person has a session between every training program.

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The Background

A high potential manager is identified as a candidate for coaching post-360 evaluation. This manager had three opportunity areas for advancement, including demeanor in challenging situations, providing feedback to subordinates, and managing relationships in the organization.

The Problem

Senior manager is identified as future C-level staff, with challenges in relating to others. Organization provided a 360 review which revealed common themes among direct reports that included favoritism, poor communication, and inability to provide constructive feedback when challenged.

The Solution

We provided bi-weekly coaching sessions, including two in person, and ten remote sessions, after interviewing direct reports both up and down the org. chart. We employed an emotional intelligence assessment rooted in communication and conflict styles to examine different styles in the workgroup, and strategize new ways of relating to others.

Where Are They Now

Senior manager continues to focus on communication skills, schedule and deliver feedback conversations where disagreement is allowed and embraced.

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