The Challenge

The Senior Director of a customer service department was experiencing high turnover in her call center, dissent from several of her managers and supervisors and was personally dealing with some perception issues - her reputation as a promising leader was diminishing quickly. Call center performance had slipped considerably. She needed to find her footing as a leader and solidify her place as a problem solver and innovator. Her team required more flexible leadership, and the organization required cross-functional leadership and the ability to influence others.

Our Solution
The Senior Director of a customer service department was experiencing high turnover in her call center, dissent from several of her managers and supervisors and was personally dealing with some perception issues - her reputation as a promising leader was diminishing quickly. Call center performance had slipped considerably. She needed to find her footing as a leader and solidify her place as a problem solver and innovator. Her team required more flexible leadership, and the organization required cross-functional leadership and the ability to influence others.

Their Success Results

• Overall Customer Service Rating increased by 30%
• Team Employee Turnover decreased by 20%
• 70% decrease in manager and supervisor conflict
• Senior Leader’s was positioned for long term success
• 100% retention of all managers and supervisors
• Employee job satisfaction increased 20%

The Challenge

Recently promoted high-potential leader on the "fast track" hit a potential career snag while managing a challenging team. To keep this employee on their career trajectory, enhancing both the perception of their performance and their team‘s results would be critical. In addition, the team needed to hit a 10% sales growth rate for the current fiscal year and was under extreme market pressure.

Our Solution

We worked one-on-one with the leader to craft and execute their plan to effectively manage a potentially career ending false accusation from a poor performing employee while leading a team challenged with poor performance. We worked to empower this leader to find their voice, inspire their team, set clear expectations, and exceed expectations while addressing their accusations with integrity and honesty. As part of our Executive Impact Program we leveraged feedback, triad coaching, team and group coaching, and our unique strategic planning process to support the teams turn around.

Their Success Results

• Team‘s satisfaction survey results increased by 20%
• Team‘s sales results increased by 15%
• Team leader was promoted to Senior Director six months ahead of schedule
• Investigation resolved without any disciplinary action or regrettable turn
• Team increased their product market share by 10%
• Team was nominated for annual sales recognition

The Challenge

A Charter School System was facing significant challenges, both organizationally and academically. Issues included union organizing attempts, the departure of the Founding CEO and the loss of several key leaders. The new leadership team wanted to onboard quickly, retain the successful elements of their culture, improve employee relations, and improve academic performance.

Our Solution

We worked with this client over the course of a two year transition period. Initially we worked with the leadership team of the high school to address their employee engagement and employee relations issues which were creating rumors of union organizing. Leveraging two innovative group meeting methodologies we created an opportunity for all staff to air their issues and worked with a small team to develop and execute a new employee relations strategic plan. As that engagement was coming to an end we supported the new CEO and his direct reports in establishing a strategic planning process - the first of its' kind for the school. We created processes for the school to assess stakeholders and measure success with both leading and lagging measures to insure annual academic performance targets would be met.

Their Success Results

• Maintained a direct relationship with all employees (avoided a union vote)
• Established a system wide Mission, Vision and Values statement
• Increased academic performance as measured by GPA and standardized test by 10%
• Created a plan to implement National Common Core with no education disruption

The Challenge

A Fortune 500 Company was facing retention challenges across all employee affinity groups. There was a need to enhance specific skills, including individual executive presence, influence and communication, that would empower the talent pipeline to take a leadership role in their career. In the wake of layoffs occurring, the company needed to insure that their high-potential and critical-to-retain employees did not disengage during these uncertain times.

Our Solution

After meeting with several stakeholders in the company to understand the commonalities of the affinity groups, we outlined a two year strategy designed to provide specific skill training to enhance employee effectiveness and increase retention of critical-to-retain employees. We began by working with the top 150 affinity group leaders in an intensive development experience focused on personal branding. We then followed up with a series of quarterly seminars designed to support employees in everything from executive presence and sponsorship and advocacy to strategic planning for their careers. On an as needed basis we provided additional executive coaching support to ensure ongoing promotion and retention of critical-to-retain employees.

Their Success Results

• 100% retention of critical-to-retain and high potential employees
• 100% promotion of succession plan talent
• 35% increase in affinity group engagement
• More than 75% of the program participants reported better communication between them and their managers, increased satisfaction in their career and increased ability to discuss bottom line business impact of their role which led to an increase in both performance rating and individual compensation
• More than 80% of the program participants attributed their promotion to things they learned during our program