Talented executives often fail because they make critical mistakes in their tactics and interpersonal relations.
We provide support to executives on key operating decisions and the way they interact and are seen by their peers,
subordinates, bosses and other stakehholders to realize their full potential.
- The US division of a large European insurance company was falling behind
in its growth goals. The CEO of this division had built a new team of talented
leaders but they were not aligned around the strategy. We helped this business clarify the global product and market
strategy and defined the ways in which each operating group needed to collaborate to achieve them. We then worked intensively with the leadership team to
articulate their joint accountability for these goals and to improve their ability to solve problems as a group. This included one on one coaching for the CEO in leading a
largely American team. As a result top line growth increased to targeted levels and an well collaborating team was built.
- In the face of increasing competition, an aggressive 5 year growth plan, and an increasingly activist board , an extremely
successful U.S. franchise organization decided to undertake a rigorous study of leadership effectiveness and talent gaps in
light of new environmental challenges for franchisees. We worked closely with the CEO and a hand-picked team of top executives
to understand the specific nature of future challenges and the new requirements on leaders. We also used rigorous statistical methods
to understand the leadership factors which historically had the biggest impact on franchise unit performance. Combined, we developed a
set of tools and process for identifying leaders with the right “successful profile” for the future and methods for assessing
and developing requisite skills over time. The organization has continued to achieve national success in its industry sector in
recent years even as the U.S. economy grows more challenging.
- After successfully spending the first two years of his tenure cutting costs, reengineering and reorganizing to cope with
lower revenues the CEO of a leading global financial institution decided to address the issues of longer-term growth,
including the diversification of revenue streams. Recognizing that future challenges would require a new kind of executive
leadership, we helped the CEO and his top team clarify expectations through the development of new behavioral leadership model.
Assessment tools, feedback processes and coaching programs were developed to support the new view of leadership. Subsequently,
changes were made in reward, performance appraisal and talent reviews to support the new model. The program changed the culture
to emphasize discipline, rigor and openness to diverse ways of thinking.