Case Studies
Company 1: Multi-national Fortune 100 company
Business challenge: Leadership of major division of multinational company had problems motivating upper management in the face of corporate culture that raised bar every year and terminated bottom 10 % of performers. The leadership had resorted to a command and control style which resulted in lowered morale, decreased performance, increased absenteeism and turnover. Conducted an interactive/experiential offsite training of leadership from this division. Participants shared detailed stories of how mentors and other special people had helped them to persevere through difficult times and to succeed. A wave of gratitude transformed the mindsets of participants from negative to positive. All participants expressed the desire to honor these individuals and agreed that the best way to do this was to be to their subordinates what their mentors had been to them. The attributes and behaviors of these mentors, such as competence, commitment, clear communication, high accountability, and more were delineated as target attitudes and behaviors to emulate.
Implemented Recommendations: Stakeholders from superior, peer and subordinate levels were chosen to assist each leader select specific observable behaviors that the leader would commit to doing (often the ones the selected by leader to describe mentors in above workshop) over a sustained period of time (until they became internalized and natural). In exchange, stakeholders agreed to let go of negative mindsets they were holding towards the leaders from the past. Early and late mini-surveys were conducted to assure follow through by both leaders and stakeholders.
Company 2: Large franchisor of convenience stores
Business challenge: In effort to expand business, large franchisor of convenience stores had hired new field agents to persuade (a.k.a. pressure) franchisees to adapt a new line of higher margin items that local owners did not want to sell. These local owners had been faithful and loyal franchisees for many years and had become too complacent and resistant to some of the changes that the parent company wanted them to now make. In the process of sending these field agents out, they parent company alienated these owners and the relationships with them had become strained.
Implemented recommendations: We helped the parent company and its field agents go back to these franchisees, apologize, take full responsibility for being pushy showing humility, and then thank those local owners for their years of loyalty. This not only repaired and re-established a relationship between the franchisees and the parent company, but dramatically increased their willingness to sell the new line of products.
Company 3: One hundred attorney law firm
Business challenge: Business transactional, labor and employment, litigation practices acting like silos with more referral to outside lawyers than to attorneys in the firm for matters than could be handled internally. Too much of a zero sum game mentality was operating between the practice units rather than cross referral and collaboration.
Implemented recommendations: With managing partner's sponsorship, we set up a program of regular bi-weekly troikas, where groups of 3-4 lawyers from different areas would meet for breakfasts and lunches to get to know each other and each other's practices better. Also at our recommendation, the law firm formed a softball team and joined an inter-firm league and selected a favorite charity that attorneys helped raise money for and support events. These events further deepened the relationships between attorneys which also resulted in increased cross referral within the firm.
Company 4: Health Products Company
Business challenge:After barely securing second round of financing, it became clear that the company's founder, although brilliant technically did not have either the business or management skills to run his company which had grown to 50 employees and revenues of 10 million/year. He was arrogant and refused to consider giving up control. Attempts to reason with him were met with belligerence.
Implemented recommendations: After losing two key executives and a major customer who couldn't stand him, we were able to speak to the founder and understand that his not having a back-up plan other than this company had caused him to become controlling. We were able to get him to read Marcus Buckingham's book, Now, Discover Your Strengths and help him see the areas he was brilliant in and how they were slipping due to his functioning in areas that he was weak in. Rather than have his strengths positively affect his weaknesses, the reverse was occuring. We were able to have him see the importance of his R & D skills to the future of the company and move him out of management into what he did best, i.e. develop incredibly unique health care products.
Company 5: Women's health publication
Business challenge: While undergoing restructuring and arranging new financing, male controller (who was the only one who understood and could makes sense of the finances) repeatedly acted inappropriately with female staff while intoxicated. Affected females were on verge of a sexual harassment suit.
Implemented recommendations: We intervened and facilitated his going back to Alcoholics Anonymous, making amends to women he had offended and facilitated their letting go of their anger and dropping the legal actions they were in the process of beginning. Our involvement also resulted in these same female employees becoming very supportive fans of this man.