Clients

Case Studies

Situation:

Challenges:

Leadership Team was given a new target that was significantly higher than previous years.
Team members were exhausted and unclear how to meet these new targets, and there was a general state of confusion within a poor team climate.
New members had been recruited into the organisation. However, the destructive climate was driving down morale of even the new recruits.
A restructure was required; however, it was imperative that the performance of the business did not drop in the intervening period.

Resolution:

A climate program was implemented to lift the climate of the organisation during the period of the restructure.
A strategic facilitation program was implemented, aligning personal and professional goals.

Outcomes:

Results did drop during the time of the restructure, but at significantly lower levels than previous restructures.
The organisation was able to continue with strategic initiatives and is on track to deliver goals.

Situation:

Financial services organisation had been asked to lift targets significantly.
Organisation had already done some sales training, but this had failed to significantly impact results.

Challenges:

Sales executives still saw themselves as product providers and did not have requisite skills to influence clients or the industry.
Many of the state managers did not have a high sense of accountability for targets and lacked the entrepreneurial skills to realise strategic outcomes.

Resolution:

A strategic influencing program was implemented for all sales executives, from the State Manager to the individual Business Development Manager.

Outcomes:

Some non-performing sales managers decided to leave the organisation after acknowledging they would not be able to influence at the level required.
Results show a significant increase in the revenues and they are on track to execute on the strategy.

Situation:

Challenges:

Team conflict.
Some team members were experiencing professional and personal stress.
Many of the team members were struggling to keep up the leadership requirements needed to shift from being a manager to a leader.
Some team members were not in the correct roles and were struggling to stay inspired.

Resolution:

Leadership coaching, identifying, and implementing next levels of leadership skills required by individuals to achieve growth targets
Team leadership program implemented, identifying and resolving team conflict through structured, facilitated feedback sessions, so team members could authentically address areas while maintaining strong working relationships.

Outcomes:

Team has increased revenues by 60% in the period of a year.
Energy of the team was redirected toward the market rather than each other.
An uninspired team member self-selected out of the organisation, releasing significant amounts of energy within the team.

Situation:

Challenges:

Individuals promoted on technical skills to levels for which they did not have the requisite leadership or entrepreneurial skills.
Many successful technically proficient managers left the organisation, as they felt they would not be able to pick up the leadership or entrepreneurial skills required to be a successful partner at the firm.

Resolution:

Create and implement a leadership development program at all levels of the organisation building from Analyst, Associate, Junior Partner and Senior Partner to Director.

Outcomes:

Drop in turnover at the pre-partner level and subsequent increase in billing revenues
Using the leadership development framework as attraction, retention, and engagement tool across the organisation