Case Studies

Our customers want to focus on the results that matter most to them: growing the business, reducing stress and turnover, staying ahead of the competition, re-focusing the organization on strategic and truly important issues, not firefighting the “urgent”.  We don’t push canned training programs or our pet projects.  Instead we spend time listening to the leader and learning about an organization’s real needs.  The result is less time and money spent on dealing with mere “symptoms” and more focus and effectiveness in getting to the source of systemic issues, which clears the way for breakthrough results. Consider the following case studies of work we’ve done with clients from 2003-2010.

The new CEO of a 300-bed hospital lacked the trust of his board and employees were disillusioned after a long-term neglect of the culture. The CEO had a good senior management team but needed to make a strategic addition to his senior staff.  We surveyed and profiled the current culture and also examined some key jobs were defined and benchmarked.  The CEO worked with an executive coach and had an early win by dealing aggressively with a long-term problem member of the medical staff who was poisoning morale.  We assisted the senior team in hiring a new chief nursing officer.  Voluntary turnover decreased over the next year, saving the hospital over $1 million and there was a 20% improvement in the culture according to the employee survey after one year.

The Controller of a $600 million high-tech firm wanted to shift the focus of his department from simply back office financial reporting to also include front office business partner/business catalyst support to the executive leadership within one year. While accomplishing this he also wanted to give attention to his own career planning. We used a series of personal assessments, team training and individual coaching to support his professional and personal goals which were accomplished within a nine month period.

The Senior Vice President of a $1 billion division of a technology company wanted to see more leadership, innovation and business discipline in his largely technical sales force. They were growing their market share, but not as fast as the market itself was expanding.  We studied his current workforce and innovation pipeline and modeled successful leadership looking forward 3-5 years.  A large-scale training and development program was put in place to build leadership capacity as well as improve selling skills to engage business needs rather than to merely meet technical requirements.  The business has continued to thrive even in a very challenging economic environment and an increasing number of promotable leaders are identified in each annual review of talent.

The President of a small six year old technology services company was unhappy with the strategic plans that had been developed over the past three years. The annual exercise seemed lifeless and managers were not referring to the plan after it was complete.  Company growth seemed to have plateaued and there was a noticeable lack of strategic thinking.  We expanded strategic thinking and planning from an annual retreat of the “chosen few” to a two month process that engaged more of the firm and board than in past years.  Once the plan was complete, a scorecard was instituted that was used monthly and quarterly reporting to track progress toward growth targets and tackling organization-wide problems.  This included group debriefings of what happened and lessons learned.  Engagement and morale jumped and three new projects were initiated as a result of more strategic thinking going on throughout the year.

The President of a large financial services company had an army of producers and a very thin level of management talent. People were being promoted to management positions based on their sales production success and with little or no management training or experience.  Most of these “promotions” were viewed as unfavorable and management was viewed very negatively within this organization.  Past management training efforts had failed to make any impact on skill levels or attitudes.  We partnered to launch a culture change initiative to focus on growing leadership.  Through surveys, interviews and data-gathering we located the roots of the problem and pioneered a different approach to development using peer coaching and learning through interactive webinars rather than day and week-long instructor led training.  After 18 months, the culture had a 50% improvement and management positions became valued and sought-after promotions within the company.

The President of a $20 million, 60 employee company wanted to see 25% improvement in operations and to get better employee engagement within one year. This well-run business was doing well financially and the owners were looking for a path to succession. We worked in an executive coaching capacity to focus efforts on better interpersonal communication and coaching with two key managers in the business. The President saw immediate improvements and stronger results by year-end and we completed the engagement earlier than planned.

The Area Sales Manager for a large biotech company decided to start his own business, reduce overnight travel and regain personal balance in his life while taking control of his career. We used a personal profile and ongoing consulting/coaching format to assist him in this transition. He made the decision to buy another business, retain the former owner as a consultant/employee and to seek additional opportunities for joint ventures with like-minded entrepreneurs in nearby markets. We have continued partnering with him in the joint venture effort and facilitated the principals coming together for joint planning and better teamwork together.

Every situation is different, so it is difficult to know what kind of results you might be able to see. We would be happy to sit down and look at your case in an objective, professional discussion with no obligation to you.  We want to ensure we understand your situation and that we’re a good fit for each other if we both decide there’s something to work on together.  And if we see there’s not a reason to work together or a good fit, we are committed to making the dialogue a valuable learning experience for both of us.  Feel free to browse our site some more or to contact us.

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