CHALLENGE:
A community based organization coordinating healthcare services for local residents found itself with a crisis in leadership. The exec team was dysfunctional, non-communicative and openly hostile to each other. The challenge was to get this team back on track and functioning productively.

SOLUTION:
The initial intervention centered around uncovering the issues that each executive was having with their colleagues. Leveraging this information we created selective executive pairs and coached them to solve a single business problem. They shared their solutions with the other affected team members for feedback. After several sessions we brought the full executive team together for their first exec team meeting in 6 months. We coached the exec team during this initial and subsequent sessions.

RESULT:

Initially the exec team showed hesitancy when coming together. They were able to overcome this by agreeing to make the exec meeting as a “safe” space with confidentiality and decorum as it’s foundation. After a few sessions the meetings became more productive where business goals and financial targets were agreed to, and staffing concerns were effectively resolved.

CHALLENGE:
US companies have been experiencing challenges with their executives in the areas of decision making, team development, delegation, conflict resolution, effective communication, negotiation skills, and most importantly executive presence. The challenge is to provide effective development for these professionals.

SOLUTION:
Our coaching staff and training team provide a multi-day program over six months. Each session provides executives from a variety of industries with skills to improve their performance within their business units and companies. We start with an in depth process of personal introspection. Experience has proven that leaders who understand themselves well are better able to effective lead others. And that having a safe space for both men and women executives to discuss this introspection is essential for professional growth. Layered on to this understanding are practical skills. Between sessions participants are tasked with applying skills learned while honoring their own unique professional style.

RESULT:
Since 2015 we have trained and coached over a 600 leaders from industries such as cable telecom, finance, the service sector, and consumer goods. We follow these leaders and have learned of internal promotions, job changes and the launching of entrepreneurial endeavors. Our graduates are making strides in their respective organizations or branching out to do great work for other companies.

CHALLENGE:
A major cable-telecom company and a NYC based hospital are both investing in their top tier leaders. The challenge is to help them positively engage their teams, effectively take on new responsibilities, improve productivity on their teams, and reduce talent turnover. Both organizations believe that leadership matters therefore investing in them is important.

SOLUTION:
To support these two clients we provided a direct service. Each executive received a 360 degree assessment combined with a personality assessment. Our coaches worked with individual executives and debriefed their results. Working collaboratively, coach and executive created a professional development plan and an action plan to improve engagement with their teams.

RESULT:
We believe in the success of this effort as both organization have renewed our contract for this direct service for the last five years and ongoing into 2022.

CHALLENGE:
A major cable company experiencing unprecedented growth discovered an absence of technical talent that could also lead teams. The challenge was implement a development program for selected technicians deemed High Potential (HiPo).

SOLUTION:
This project began by addressing the problem of a career for engineers. Technical promotions were neither tied to leadership competencies nor documented HR processes. In the first year of the we supported collaborative efforts across technical departments to develop and document a promotion pathway for engineers who would lead teams or those who would grow as individual contributors. With both pathways established a year-long program of soft-skill building and technical certifications was implemented for professionals desiring to lead teams. In parallel a mentorship program began to support individual leaders.

RESULT:
The technical organization formalized the Engineer Development Path for Leaders and the Engineer Fellows Program. Both were tied to employee compensation which included stock options. Within the field engineer ranks, the career path program increased the numbers of technician eligible for promotion which improved retention among these individuals.