Client Engagements
MAJOR INSURANCE COMPANY - annual sales over $2 billion in premium, A.M. Best Rating of A+XV (superior)
Situation - Newly appointed CEO asks for help integrating himself with an experienced and successful senior leadership team
Action - Planned and facilitated a one-day off-site to define expectations and goals for each member of the leadership team. New CEO created a list of expectations of his new direct reports while the team created a list of expectations of their new boss. Both groups also defined their commitments to each other and agreed on a set of ground rules for working together.
Result - The new CEO and senior leadership team aligned themselves quickly, put aside prior functional differences, embraced leadership of the company as a mutual responsibility, created an action plan for the coming year and exceed revenue and profit goals by over 20%.
NATIONAL HOSPITAL CHAIN - 50 hospitals owned or managed in North America
Situation - CEO of the holding company wanted to embed a patient focused culture as a market differentiator to counter increased competition from physician owned surgical centers and radiology clinics and create a more consistent branded experience for patients regardless of location. Action - Met with a cross section of Hospital CEOs and key staff, developed and executed a top down implementation plan built on a training program focused on department heads with support from hospital administrators. Result - Improved census, increased patient satisfaction scores, reduced operating costs, employee morale increased and turnover decreased.
INTERNATIONAL SOFTWARE COMPANY - $10 billion California based software company
Situation - EVP Sales wanted to change from a "probe and pitch" model of selling to being more consultative and customer driven. Transactional sales people were not building long term relationships and overlooking larger revenue opportunities because it was easier to close a quick sale and get paid. Action - Starting with sales managers designed and delivered a consultative sales training program that rolled down to the entire sales force and support staff. Managers received additional training in reinforcement and coaching. Result - Sales increased by 28% in the first year, sales manager turnover dropped significantly and production per rep increased.
CONSTRUCTION MATERIALS COMPANY - Quarry, aggregates and cement operation in California. Situation - Coming off a hostile strike the plant owner and management team wanted to improve relations with employees. Action - Spent time visiting all shifts to meet with supervisors and employees. Developed a fundamental supervisory training program to give company supervisors the skills to conduct more positive conversations with employees and union representatives. Put in place program to increase the volume and quality of communications among these groups. Result - Turned the culture around in two years so there was more collaboration between management and workers and union representatives. No work strikes and reduce complaints.
MAJOR METROPOLITAN NEWSPAPER - Largest newspaper in the state. Situation- Low employee satisfaction survey results and a lack of engagement and alignment of all employees and the senior management team facing increased competition and growth challenges. Action - Met with each senior executive and crafted a plan that involved a cross functional steering committee and over 200 people at all levels in re-crafting the company vision, mission, values and strategy. Result - Improved morale and employee satisfaction ratings, increased customer satisfaction, advertising revenue growth and special sections added.
OIL COMPANY ANNUAL DEALER MEETING - Major oil company annual conference. Situation - executives sought to increase customer focus attitudes and actions of dealers to increase customer loyalty to the brand. Action - Keynote speech to 3,000 dealers on characteristics of customer focus organizations based on extensive research. Follow up training program rolled out to deal population. Result - Increased customer rating and single store revenue.
Situation - Newly appointed CEO asks for help integrating himself with an experienced and successful senior leadership team
Action - Planned and facilitated a one-day off-site to define expectations and goals for each member of the leadership team. New CEO created a list of expectations of his new direct reports while the team created a list of expectations of their new boss. Both groups also defined their commitments to each other and agreed on a set of ground rules for working together.
Result - The new CEO and senior leadership team aligned themselves quickly, put aside prior functional differences, embraced leadership of the company as a mutual responsibility, created an action plan for the coming year and exceed revenue and profit goals by over 20%.
NATIONAL HOSPITAL CHAIN - 50 hospitals owned or managed in North America
Situation - CEO of the holding company wanted to embed a patient focused culture as a market differentiator to counter increased competition from physician owned surgical centers and radiology clinics and create a more consistent branded experience for patients regardless of location. Action - Met with a cross section of Hospital CEOs and key staff, developed and executed a top down implementation plan built on a training program focused on department heads with support from hospital administrators. Result - Improved census, increased patient satisfaction scores, reduced operating costs, employee morale increased and turnover decreased.
INTERNATIONAL SOFTWARE COMPANY - $10 billion California based software company
Situation - EVP Sales wanted to change from a "probe and pitch" model of selling to being more consultative and customer driven. Transactional sales people were not building long term relationships and overlooking larger revenue opportunities because it was easier to close a quick sale and get paid. Action - Starting with sales managers designed and delivered a consultative sales training program that rolled down to the entire sales force and support staff. Managers received additional training in reinforcement and coaching. Result - Sales increased by 28% in the first year, sales manager turnover dropped significantly and production per rep increased.
CONSTRUCTION MATERIALS COMPANY - Quarry, aggregates and cement operation in California. Situation - Coming off a hostile strike the plant owner and management team wanted to improve relations with employees. Action - Spent time visiting all shifts to meet with supervisors and employees. Developed a fundamental supervisory training program to give company supervisors the skills to conduct more positive conversations with employees and union representatives. Put in place program to increase the volume and quality of communications among these groups. Result - Turned the culture around in two years so there was more collaboration between management and workers and union representatives. No work strikes and reduce complaints.
MAJOR METROPOLITAN NEWSPAPER - Largest newspaper in the state. Situation- Low employee satisfaction survey results and a lack of engagement and alignment of all employees and the senior management team facing increased competition and growth challenges. Action - Met with each senior executive and crafted a plan that involved a cross functional steering committee and over 200 people at all levels in re-crafting the company vision, mission, values and strategy. Result - Improved morale and employee satisfaction ratings, increased customer satisfaction, advertising revenue growth and special sections added.
OIL COMPANY ANNUAL DEALER MEETING - Major oil company annual conference. Situation - executives sought to increase customer focus attitudes and actions of dealers to increase customer loyalty to the brand. Action - Keynote speech to 3,000 dealers on characteristics of customer focus organizations based on extensive research. Follow up training program rolled out to deal population. Result - Increased customer rating and single store revenue.
