Leadership Development Case Study
Client: Employment placement firm with multiple locations throughout New England
Client Type: Corporate
Exec Summary: Developed and implemented a leadership development training program for middle manager of a multi-site regional firm . The program was designed to build a corporate culture in a decentralized environment, develop effective communicati ons skills and identify “ rising stars. ”
Clear to the bottom line: Managers who experienced the leadership curriculum were mor e responsive to customers, reported higher job satisfaction, formed peer gr oups and shared best practices. Not only were two “ rising stars ” identified, but also a new framework was developed for identifying and mentoring leaders.
Services: Leadership Training, Communication and Presentation Skills Training, Executive Coaching, Outdoor Learning Experience
Assignment: The client is a well-established player in the employment placement field with decentralized branches. Each branch is run by a middle manager who was responsible for local marketing, recruiting, and staff supervision. The middle managers enjoyed consid erable autonomy, but felt disconnected from the organization as a whole, and from their peer group.
The firm's leadership wanted the middle manager to effectively develo p, lead, manage, and maintain self-directed teams. However, the leadership group also recognized t hat the various middle managers' team-building skills varied widely. The leadership hoped to dev elop these leadership skills while simultaneously achieving a well-defined set of business ob jectives. In addition, the firm's leadership wished to identify "rising stars" in the or ganization, who might be groomed for senior management positions.
Richard Dana Associates was hired to help the various branch managers develop a c ommon leadership skill set. We built a team of trainers to help develop and imp lement a broad-based leadership development curriculum -- with an emphasis on developing interpersonal skills.
Construct the Picture: We began by conducting interviews with key members of the leadership team, as well as a sampling of the middle managers and their direct reports.
Convert the Picture to High Definition: During the interviews, we were able to provide some immediate, pragmatic feedback to some of the middle management interviewees, and subsequently we developed a series of leadership training seminars tailored to our client's critical needs.
Execute Action Plan:
Following an initial kick-off introducing the leadership curriculum to the middle managers, Richard Dana Associates delivered a curriculum consisting of:
- An Outdoor Learning Experience. We facilitated a management-oriented Outward Bound-like experience to demonstrate different teaching and learning styles and generate a bond and enthusiasm that carried into the subsequent skills training.
- Management Skills training. A one-day session incorporating the practical skills of meeting management and listening skills, with the broader ability to understand communication style differences.
- Presentation Skills training. A one-day session combining videotaped role-plays and activities, individual coaching, and direct feedback sessions focused on rapidly and tangibly improving presentation skills.
- Leadership Models training. A half-day session to help managers recognize and apply each of four fundamental leadership models with an emphasis on process-oriented leadership.
The training sessions each began with brief presentations/workshops followed by a combination of group discussion, breakout sessions for peer or small group practice, role playing, returning to the full-group to share experiences gained from the interactive activities throughout the day. The group distilled the essence of their own learnings for the day, and developed personal action plans to apply the learnings to their day-to-day jobs.
Results: After completing the leadership curriculum, the middle managers were able to apply their listening and presentation skills to respond to client needs. By improving the managers' ability to manage their staffs, our client saw increased productivity, and stronger financial performance.
The client was able to see the clear value of the direct, face-to-face interactions amongst the middle managers during the training sessions and subsequently implemented a series of regular, cross-site interactions (including conference calls, social and ongoing training events) to maintain team identity.
By helping middle managers feel more connected, the client found that they were also more motivated and reported higher job satisfaction. Instead of feeling isolated as the top branch of their individual office trees, the middle managers developed a peer group. As a result, the middle managers shared best sales and supervisory practices and developed more junior staff.
Through our interactions with the middle managers, we were able to identify two "rising stars." As importantly, we were able to help our client to expand the way they thought about leadership potential. We instilled a new framework for thinking about potential senior managers, incorporating an understanding of personality types, skills gaps, and core competencies (technical, human relations, and conceptual).
We then worked with the President and CEO to help clarify their personal priorities, one of which turned out to be mentoring potential senior managers. Richard Dana Associates then coached the President to be a role model for more junior staff and to enrich the mentoring culture at all levels of the organization.
Start-up Case Study
Client: Cutting-Edge Service Company
Client Type: Start-Up
Exec Summary: Helped a professional sole-practitioner launch a small company poised to expand internationally in a cutting-edge technology while protecting intellectual property and complying with regulatory guidelines. Richard Dana Associates brought in a team of specialists to help build critical infrastructure, including accounting and information systems. We also introduced many business methods, including marketing, financing and staff development.
Clear to the bottom line: The company grew at an annual rate of 40% with greater net profits. A sound infrastructure allowed the owner to transfer her attentions to the firm's growth, rather than focus exclusively on day-to-day operations.
Services: Strategic Planning, Business Planning, Infrastructure Building, Marketing and Branding, Managing Work/Life Balance
Assignment: The client was an established solo-practitioner who provided innovative, high-tech therapeutic services. Her goal was to develop her practice into a firm recognized internationally as a leader in an emerging, cutting-edge technology and service industry. The firm lacked infrastructure and required sales and marketing strategies.
Construct the Picture: Richard Dana Associates was brought in to help the client develop a business plan, and to help build the functions required to support growth. Since the client was initially a one-person firm, we began with a detailed process to understand the owner's vision — both for herself and for her business — in three to six months, one year, and five years.
Convert the Picture to High Definition: Based on that vision, Richard Dana Associates assembled a team that included a medical billing specialist, an accountant and system implementer, and legal counsel to help our client to create an action plan. We also identified the immediate need for a business partner.
Execute the Action Plan:
- Found a business partner
- Deployed financial and accounting systems
- Re-assessed staffing needs, costs and impact on cash flow
- Introduced new banking relationships and obtained competitive bids
- Secured needed outside vendors and professional services
- Implemented marketing strategies for the first year
- 40% annual growth with greater net profit
- Obtained new space and negotiated a favorable lease
- Hired and expanded professional and technical staff, freeing the owner to maximize personal productivity
- Created an effective marketing plan and branding strategy by positioning the practice within the medical and psychological communities
- Established a Professional Corporation structure to balance the owners' personal financial and legal situation with the firm's needs
- Negotiated favorable interest rates; refinanced loans and expanded credit line
Next Steps: Richard Dana Associates continues to advise our client on an ongoing basis to help identify the ideal rate of sustainable growth that will not result in burnout for the owners. As their business progresses, we periodically help them to retool their business plan to match and incorporate the firm's growth to date with current market conditions. The owners' key objectives now are to continue to grow the firm without as much direct personal involvement, which will require adding more staff and developing an effective, broader management team.
Independent School Case Study
Client: Suburban, selective, pre-K-6 independent school.
Client Type: Private School
Exec Summary: Worked with a Faculty Committee to confront difficult challenges about how the school addresses students with diverse learning styles; established a strategy, implemented policies, procedures, budget, and transition plan, and facilitated communications to the school's many constituencies.
Clear to the bottom line: The school is well-positioned to serve its student body's needs for many years to come.
Services: Needs Analysis, Strategy Consulting, Change Management, Academic Support Services/System Design, Learning Style Differences Training, Learning Styles Services/System Design, Leading Presentations and Facilitating Meetings with Key Constituents
Assignment: Our client was a selective, independent primary and lower school. The school's faculty felt overwhelmed by the challenges they faced managing classrooms with widely ranging learning needs. The existing system to support these students was fragmented and inadequately coordinated. The faculty was spending a disproportionate amount of time with challenging students and less time with more capable students. Moreover, the faculty was unevenly skilled at implementing accommodations for various student needs. The school's leadership recognized that this was a challenge and brought in Richard Dana Associates to facilitate teacher training sessions on best practices for teaching a broad range of learners and accommodating learning style differences. Tacitly, the school also suspected that the issue might be more pervasive and systematic - caused by issues that could not be simply addressed through better classroom management and teacher awareness. Given the school's policies which granted preferentia treatment to siblings of current students and children of faculty and trustees, there were a large number of students enrolled who would not otherwise have met the current admissions criteria. The school lacked formal policies regarding accommodations for special needs, and had, on occasion, made extensive accommodations leaving the school vulnerable to future legal challenges.
The school did not want to alienate any of several important constituencies, nor disrupt the learning of current students. The school faced a delicate balancing act, pleasing the demanding parents of the current student body, while re-evaluating the school’s admission policies for the long term.
Construct a Picture: Richard Dana Associates was initially contracted to provide faculty training on teaching and accommodating a range of learning style differences Convert the Picture to High Definition: After the initial training, it became clear to both the client and us that the school's issues were more systemic. Richard Dana Associates was engaged by the Head of School to help diagnose the full impact of learning style differences on the school's day-to-day functioning, and to develop a sustainable process and action plan that was sensitive to the needs of current students, faculty, trustees, and parents.
Execute the Action Plan: We worked closely with a Faculty Committee to confront some challenging issues, and to research and develop a comprehensive approach for supporting students. Given the challenging, and potentially controversial nature of the issues the Committee faced, Richard Dana Associates played a key role throughout the process, helping the Committee take a stance and make some critical decisions leading to:
- Recognition that in order to provide the best service to the student body overall, the School would need to make some difficult tradeoffs in their admissions policy
- Improved faculty education on teaching students with different learning styles
- Acknowledgement that the School could not keep students enrolled who required extraordinary supports when they impinged on the rights of other students.
- A commitment to making necessary classroom modifications (teaching style, multi-modal teaching, etc.) but not curriculum modifications.
Throughout the project, Richard Dana Associates also worked closely with the Committee Chair to keep the Board of Trustees apprised of progress on the project, and led presentations to the full faculty, and the Board of Trustees, culminating in interactive workshops and presentations to parent groups.
Results: The School developed and implemented several detailed policy and procedural changes that were formally incorporated into the School's operations. The transition plan outlined by the Committee incorporated:
- Revised general admission and re-enrollment criteria, incorporating better screening of incoming four-year-olds, new evaluation instruments, and longer periods of observation.
- A new policy for siblings and children of faculty and trustees: they would continue to receive preferential admissions treatment, but would now have to meet the same academic profile and admissions criteria as all other applicants.
- Language stating that the school would make "reasonable accommodations" for special needs students, explicitly discontinuing the use of full-time aides.
- A revised school Handbook, reviewed and approved by legal counsel.
- Selectively counseling out students where appropriate, with provisions to grandfather (until graduation) current students who might not meet revised admissions and re-enrollment criteria.
- Hiring of a full-time learning specialist, as soon as funding would allow.
- A requirement that families provide a neuropsychological evaluation (when needed) if requested by the school.
- A transition plan and budget for the current academic year along with a proposal for the following year's budget to support the policy and strategic recommendations.
- Co-ordination of internal and external support services and the development of individualized student learning plans. Although some families were concerned about the changes in the Admissions criteria, they ultimately recognized that the school was initiating change to create an optimal learning environment to enable the students to succeed.
As many of their peer schools continue to struggle with stretched resources and an inability to meet needs across the learning spectrum, our client is well-positioned to serve its student body's needs, and to continue admitting classes that will enjoy a comfortable classroom environment, required services, and teaching accommodations incorporating educational best practices.
Family Business Case Study
Client: CEO and COO
Client Type: Family Business
Exec Summary: Prior to an anticipated leadership transition, Richard Dana Associates was retained by the owners of a family-owned business with complex relationship issues. Following individual and group coaching, the principals were able to separate personal issues and codify practices through formal policies. Seeing personal issues clearly allowed the leadership group to focus on business issues without personal complications.
Clear to the bottom line: Father (CEO), life partner (COO) and son work with business issues in the forefront with a new level of transparency, which impacts productivity throughout the organization. The father realizes it was premature and contra-indicated for his son to take over at this time. This realization allowed the son to pursue other career options with the father’s blessing.
Services: Coaching in High Definition, Succession Planning, Organizational Systems
Assignment: Bob, founder, CEO, and owner of a 20-year-old, family-held business, hoped to groom his 30-year-old son, Jack to take over the business in the next five years. The firm was currently co-run by Betty, the COO and Operations Manager. She was a long-time employee of the firm, and also had been Bob's life partner for most of that time.
Both Jack and the firm were at a critical juncture — if Jack and the firm did not make a mutual commitment to each other in the next year or so, Jack would likely pursue alternative career options. Importantly, Jack was not privy to many of the decisions and financials underlying the company — information that would allow him to make an objective decision about his future role in the firm. Finally, no plan existed to manage the transition (e.g., stock buy-in plan).
Jack and Bob's personal relationship had grown estranged, with both prone to intense emotional responses to work and personal issues. In addition, Betty felt that Jack did not accord her appropriate respect in her role as COO, and was, therefore, concerned about her professional future as COO under Jack's leadership. She was also anxious that any transition be smooth to enable her continued personal relationship with Bob, the owner. The emotionally-charged relationships between the three key players resulted in both personal and professional command-and-control conflicts, preventing the three from working together to develop a smooth transition plan.
Furthermore, Bob's will did not reflect his stated succession plans, thereby making relationships with Betty and Jack even more complicated. Richard Dana Associates was engaged to shed light on the interpersonal conflicts, develop an action plan to bridge the communications gaps, and start building the foundation for succession planning.
Construct a Picture: Richard Dana Associates began by conducting interviews with the three players - both as individuals and in groups - to identify and air both personal and professional obstacles to a smooth transition. Each person aired their own particular concerns and articulated their specific personal goals.
Convert the Picture to High Definition:
- Facilitated meetings with Jack and Betty with clear agendas where they could vent, articulate underlying issues, identify the impact of their conflicts on the business (both psychologically and operationally), extract a workable foundation, and craft specific goals.
- Individual coaching for Bob, Jack, and Betty to help them examine and address their work issues objectively.
Execute Action Plan:
- Implementing clear and comprehensive job descriptions to clarify the roles of Bob, Jack, and Betty.
- Developing clear, formal, consistent policies and expectations and following-through on their application to the entire firm. Both Bob and Jack had historically skirted many informal firm policies, leading to conflict with Betty and poor impressions among the staff.
- Leadership training for Bob to help him to both set limits on Jack's unproductive behavior and begin training Jack for future leadership.
- Coaching Bob to be less laissez-faire and more pro-active in giving Jack a macro and micro understanding of the business (e.g., adopting job shadowing, mentoring techniques).
- Identifying specific times for Bob and Jack to repair their personal bond through everyday interactions (e.g., having coffee together to have some dedicated face-time)
- Training in basic communication skills and relationship-building including using non-confrontational language, setting clear business agendas, emailing meeting summaries and assignments, objectively clarifying any differences that arose.
- Developing effective conflict management tools
Results: Through the course of the engagement, the requisite underlying systems were put in place — job descriptions, policies and procedures, communication skills training, and relationship building. Jack was able to work at the firm productively. The three were better able to separate their business identities from their personal conflicts, and had begun working more as a team. The benefits of their improvements spread to the rest of the organization in the form of improved trust, increased productivity, a less emotional work environment and greater morale. By eliminating the personal obstacles, Bob and Betty agreed to revisit succession planning the following year.
Richard Dana Associates facilitated additional working sessions with Bob and Betty to focus on their personal and business priorities. Once personal issues were isolated from business issues, Bob was well-positioned to consider the viability of a leadership transition.
In factoring in historical financials, current economic conditions, compensation for the key players, his estate plan, a potential buy-in plan, and a tangible transition plan, Bob realized he needed more time to prepare to leave the business. Jack is fine with this, as he can now make an informed career decision.
Conglomerate enters new business
Client: A new financial product (fund) being launched by a technology-based conglomerate
Client Type: Start Up
Exec Summary: The client's parent company had a history of launching successful science and technology-based businesses. However, the financial products division's product development group was floundering. Dysfunctional behavior was threatening the team's ability to perform. Richard Dana Associates identified the organizational, cultural, and leadership changes required to enable the team to meet product development expectations, resulting in a successful fund launch.
Clear to the Bottom Line: With a new, qualified leader in place and a functional, performance-driven team, the unique, market-leading fund continues to grow and attract new investors.
Services: Organizational and Personnel Assessment, Executive Coaching, Conflict Management, Strategic Planning, Organizational Consulting and Change Management
Assignment: This start-up financial products company was an emerging new business within a larger technology-based conglomerate. The parent company had a history of successfully launching new businesses by assembling teams of talented engineers, mathematicians and technologists. To date, the majority of teams had functioned well within a management structure which operated in a largely hands-off manner. The founder/CEO (a serial entrepreneur) and CFO had been able to "just bring bright, creative types together, give them room to work, and good things usually happened."
However, when Richard Dana Associates was retained, the financial products development group was in a crisis and was not functioning as a team in any observable way. The team faced widespread dissent, power-and-control issues, and serious communication deficits. The lack of formal project management threatened the project’s outcome. We were engaged to assess the situation and develop an action plan which would defuse the conflict and create "just in time" solutions.
Construct a Picture: To begin, strategic interviews were held with the CEO and all senior management officers. Concurrently, each team member was interviewed and a careful history was taken to understand all perspectives. Leadership, personality type, and conflict-management style inventories were also administered.
Convert to High Definition: It quickly became clear that the financial products development team had not gelled. Given the lack of hands-on leadership, individual team members had jockeyed for power-and-control. A rift between the mathematicians and engineers fueled the conflict. Morale was low during the long pre-fund-launch research phase. Non-disclosure agreements were tight to protect intellectual property; consequently team members had few outlets for their frustration. The corporate leadership group had not intervened in the face of rising conflict.
The business required a new organizational structure and a leadership model different from the parent company's customary hands-off model. The company’s prior successes and the management style of the executive leadership inclined the client to roll-out a limited solution targeted at "problem players." Instead, Richard Dana Associates recommended a solution that addressed the leadership vacuum while generating options to mediate conflicts and build a more positive culture for the business as it moved forward.
Execute the Action Plan: The CEO was given a critical choice: either bring in a new team leader with the requisite human relations skills and technical competencies or commit more personal time to the project. The CEO understood that the team needed personal attention from him to quell the destructive interactions. Given his reluctance to bring on an outside manager and expose the company's IP, the CEO decided to become more engaged with day-to- day operations. Working together we implemented the following changes:
- Transitioned one employee to a consultant role thereby reducing ongoing conflicts
- Designed a template and schedule for individual and small group meetings with the CEO
- Established a weekly full team meeting and expected all to attend, even if remotely
- Outlined strategic interventions implemented by Richard Dana Associates including:
- Building conflict resolution and communications skills and strategies
- Providing individual coaching at all levels within the organization
- Adding two new employees (research and data base specialists)
Once the team situation was stabilized, the company hired a qualified project manager with proven product development background to free-up the CEO for other endeavors.
Within eighteen months, the unique and market-leading product was launched. The fund continues to grow and attract new investors.
Next Steps: Richard Dana Associates continues to consult on a retained basis, working closely with the product development team and senior management. As the company grows, additional resources will be required and we will consult on managing growth. Richard Dana Associates remains involved with personnel decisions to keep the team functioning at a high level and provides coaching across the organization to maintain productivity and job satisfaction.
Coaching in High Definition Case Study
Client: Technical Professional Employee of a mid-sized High-Technology Firm
Client Type: Individual
Exec Summary: A previously marginal performer known to be technically talented shifted from “probation” status to productive team member, while reducing stress and achieving greater work/life balance. Communication and social deficiencies were identified and corrected. Additionally, the Supervisor adapted new information about learning styles to the entire team, enhancing team effectiveness.
Clear to the bottom line: Directly impacted timeliness and cost of product launches.
Services: Executive Coaching, Business Consulting, Supervisory Training
Assignment: John was a thirty-eight year old computer programmer working in a high-tech communications company with one hundred and fifty employees. He had been working at his current job for six months at the time he was referred for coaching.
John was having difficulty understanding his direct supervisor's fast-paced instructions and felt his supervisor showed little patience for addressing his questions and confusion. John was also intimidated in team meetings and found that he was frequently still processing a question while co-workers were formulating their answers. John did not want to set himself apart from his peers and was therefore reluctant to seek clarification regarding directions and responsibilities. Consequently, although technically very capable, John sometimes did not deliver on his professional commitments, resulting in a poor performance review placing him on conditional status without a sixth month salary increase.
Fortunately, the Human Resource Director in John’s company recognized that John's difficulties might be due to a learning style difference and referred John to Richard Dana Associates for evaluation and consultation. The company valued John's contributions, and ultimately wanted to him to resolve his learning and behavioral issues so that he might be a more consistent, effective member of their organization.
Construct a Picture: In his initial intake appointment, John reported a job history characterized by multiple job changes and several “lay-offs,” which he speculated were really firings. He understood that the company had introduced Richard Dana Associates to help him retain his job, and was both receptive and relieved to identify and address the root causes of his troubles.
Following a series of interviews with John and his supervisor, as well as direct observation of interactions amongst John's department, it became apparent that John struggled with expressive language, and utilized a slower language processing speed than many of his co-workers.
Convert the Picture to High Definition: Richard Dana Associates helped John to identify and implement several Smart Goals — specific, measurable, attainable, reasonable and timely steps — to help him identify problematic situations, and to implement pre-emptive changes including:
- Setting reasonable goals and expectations.
- Developing positive thinking and build self-confidence
- Participating in informal work gatherings and eating in the cafeteria to increase social interaction with co-workers and decrease isolation
- Asking questions and seeking written directions or specific assignments; confirming assignments before pursuing action
- Drawing attention to his accomplishments when appropriate to effectively serve as his own advocate
- Working on verbal delivery (including voice quality, word selection, and content), facial expression and body language, and group presentation skills
Execute the Action Plan: A variety of tools were used to help John execute on his action plan, including role plays, discussion, and behavioral/cognitive exercises.
Supervisor Training: Richard Dana Associates also worked closely with John's supervisor to develop some accommodations to help John succeed, which had the side benefit of improving the supervisor's managerial style and methods, including:
- Following up on informal conversations with written emails detailing specific requests
- Providing advanced agendas for meetings
- Summarizing meeting outcomes, action items and assignments in a formal memo
- Modifying his presentation style to include multiple channels of communication (auditory, visual, written), and respond to audience feedback (e.g., attention span, body language)
- Educating him on various learning styles and helping him make accommodations to get the best from all his employees
Results: By the end of the engagement, John had implemented many of the specific concrete techniques, interventions and strategies. Because of his ability to deliver more accurately on assignments, John's work quality and consistency improved and he was taken off conditional status. At the same time, he became much more comfortable socially in the office, and felt a great improvement in both self-esteem and confidence.
With his greater job security, John's work-related stress was dramatically reduced, allowing him to sleep better. Coaching continued for several months until John had made sufficient changes to feel better about his work / life balance.
The client firm retained a good employee, and the supervisor developed practices to help all of his employees work more effectively and consistently as a team, improving the company's ability to launch products on time, in a cost-effective manner.
Leadership Development Case Study
Client: Global manufacturing company
Client Type: Corporate
Exec Summary: Developed and implemented a leadership development training program for middle and upper managers from across the global footprint. The program was designed to extend and integrate corporate culture in a decentralized environment, develop effective leadership and communications skills and identify “rising stars.”
Clear to the bottom line: Managers who experienced the leadership curriculum were more responsive to customers and effective with direct reports. They forged new connections across business units and geographical locations, reported higher job satisfaction, and shared best practices and tacit knowledge. Not only were “rising stars” identified, but also a new framework was developed for identifying and mentoring leaders.
Services: Leadership Training, Communication and Presentation Skills Training, Executive Coaching, Outdoor Learning Experience
Assignment: The client is a global manufacturing company. Each region is run by a cross-functional team responsible for local manufacturing, marketing, recruiting, and staff supervision while concurrently reporting to corporate. The managers enjoyed considerable autonomy, but felt disconnected from the organization as a whole, and from their peer group.
The company’s leadership wanted their managers to effectively develop, lead, manage, and maintain cross-functional teams. However, the leadership group also recognized that the individual managers' team-building skills varied widely. Senior management hoped to develop these leadership skills while simultaneously achieving a well-defined set of business objectives. In addition, the firm's leadership wished to identify "rising stars" who might be groomed for senior management positions.
Richard Dana Associates was hired to help the various managers develop a common leadership skill set. We built a team of trainers to help develop and implement a broad-based leadership development curriculum -- with an emphasis on developing interpersonal skills.
Construct the Picture: We began by conducting interviews with key members of the senior management team, as well as a sampling of the managers and their direct reports.
Convert the Picture to High Definition: During the interviews, we were able identify skill gaps and organizational challenges and then provide some immediate, pragmatic feedback to the senior management team. Subsequently we developed a series of leadership training programs tailored to our client's critical needs.
Execute Action Plan: Following an initial kick-off introducing the leadership training model to the managers, Richard Dana Associates delivered a curriculum consisting of:
- Outdoor Learning Experience. We facilitated a management-oriented Outward Bound-like experience to demonstrate different teaching and learning styles and generate a bond and enthusiasm that carried into the subsequent skills training. We applied the outdoor experience to “real-life” day to day experiences.
- Management Skills training. A one-day session focusing on fundamental skills: listening and communication, conflict resolution, giving and receiving feedback , meeting management , and building High Performance Teams. Throughout the session we emphasized understanding and valuing differences. ability to understand communication style differences.
- Presentation Skills training. A one-day session combining instruction, videotaped skill practice, individual coaching, and direct feedback sessions focused on rapidly and tangibly improving presentation skills.
- Leadership training. Each participant completed self-report assessment profiles, used during the two-day session to help managers recognize their leadership style, identify competencies and skills gaps, create personal action plans and begin implementation. The training sessions each began with brief presentations/workshops followed by a combination of group discussion, breakout sessions and skill practice. On a daily basis, each individual identified key learnings which were incorporated into their personal action plan.
Results: After completing the program, the managers were able to apply a range of new skills to effectively respond to both customers and employees. By building leadership capacity, our client saw increased productivity, and stronger financial performance.
The company was able to see the clear value of bringing cross-cultural and cross-business unit managers together. The client subsequently extended the leadership development program through three levels of leadership in the organization. The connections forged during these programs contributed to building a global identity that in turn delivers value to the employees and customers with greater consistency. Through our interactions with the managers, we were able to identify several rising stars." As importantly, we were able to help senior management expand the way they thought about leadership development and succession planning. We sharpened the framework for identifying and developing potential senior managers, incorporating an understanding of personality types, core competencies and skills gaps (technical, human relations, and conceptual).