Client Results

Hong Kong/Asia:

What?Leadership Development for Hong Kong Managing Director and his leadership team
Why?To focus on one strategy, align them to that goal and improve working as a team
How?Workshop to create strategy, use real work issues to address team conflicts and create commitment from team to work together to achieve agreed to strategy.
Impact?Implementation of co-created strategic goal.

What?Re-evaluate Hong Kong group’s focus and co-create a new strategic direction.
Why?Inspire the leadership team to create a strategy in alignment with the organization’s overall goals.
How?Two-day workshop that addressed current paradigms of strategic thinking, addressed importance of creativity in thinking of the future, then interactive exercises to co-create the vision, mission, values and goals for the leadership team with a detailed action plan.
Impact?Had a public open house to launch their new Vision for their Hong Kong client base. (This was one of the resulting actions of the detailed action plan.)

Astra Zeneca
What?Six-month cross-functional, cross-cultural leadership development program for Worldwide Leaders. It is an accelerated leadership development process incorporating three interconnected elements.

  • Real business challenges facing participants.
  • Development of the AZ culture
  • Individual development plans for participants
  • To support the building of a unifying AZ culture
  • To develop AZ’s leadership capability
  • To stretch AZ’s ability to work globally
How?Total of eight days over a five/six month period. It comprised:

  • An initial three day event focusing on culture, leadership, globalization and the setting up of four ‘Business Challenge Groups’
  • One, two – three day meeting of each Business Challenge Group with their learning coach to progress the issues each individual is working on / learning from.
  • A final two day event with the four Business Challenge Groups working together to review what has been learned and to plan the implications for AstraZeneca.
Impact?700 people on a global, cross-functional basis over 2001 and 2002. I was involved in three programs run from Europe. Results:

  • Completed business challenges that financially impacted AZ.
  • Appreciation of others and their culture and function.
  • Responsible high performing leaders who learned from one another and continually challenged the  business to move forward.

Creative Initiative Foundation
What?Coordinator and facilitator for Nonprofit foundation working with other nonprofit foundations to institute strategic planning, creative thinking and group problem solving into their organizations.
Why?For the founder to make a difference in Hong Kong’s NGOs using his resources as grant money for the NGO’s improvement.
How?Each project was a 4-6 week process working with one of five providers to coordinate and implement 2-day strategy sessions for Hong Kong nonprofit organizations promoting creativity and innovation in group problem-solving.
Impact?During my 2-year association –13 NGOs went through this process from the Red Cross to Hospitals, schools, Chambers’ of Commerce, and Art Institutes.

Exxon Mobile, Hewlett Packard, Motorola University
What?Negotiation Skills training in Singapore and Hong Kong
Why?To improve cultural awareness and sensitivity in closing sales
How?2-day workshops provided in an interactive environment using real work issues for practice and implementation after class.
Impact?Successful closes and repeat business. These organizations continued this program for several years.

Walt Disney
What?Create a strategic focus for Hong Kong Disney HR Department.
Why?Create team alignment around department goal.
How?Interactive workshop to co-create strategic goal in alignment with Disney’s overall corporate goals and objectives and in alignment with Corporate values.
Impact?HR Department goal created and team alignment and commitment to achieving that goal.

Warner Brothers
What?Leadership development for Hong Kong emerging leaders
Why?To provide guidance to newly promoted leaders
How?Interactive workshop to address leadership skills and how used with team members.
Impact?Inspired leaders committed to achieving Warner Brothers’ goals by working through their teams.

United States:

Cass County Health Systems/Stewart Memorial Hospital
What?In both cases working with Leadership teams (one was 50 people the other was 32) on Managing Performance and Alignment of Teams with the CEO/Administrators.
Why?To achieve a more cohesive leadership team who is skilled to manage conflict and effectively coach performance by establishing agreed to performance standards and holding employees accountable to those expectations.
How?Four ½-day interactive workshops over 5 weeks time to understand their own behavioral styles and learn skills for better managing their staff’s performance and contract Leader and Team expectations and alignment.
Impact?Empowered, accountable leaders who effectively managed their staff’s performance setting clear expectations, coaching to success and establishing consequences when necessary. Competent to address conflict constructively throughout the organization. Additional Results: 2nd in command moved to new hospital became CEO and followed same plan with her staff for their development. Both hospitals used this process as first steps in moving towards the Studer Group process.

First Data, Credit Suisse
What?In both cases working with Leadership teams (on average 35 people) to provide leadership development, practice and coaching to determine their own personal leadership vision.
Why?To develop emerging leaders who understand their own strengths and areas of improvement before leading their teams.
How?2-day interactive workshop to understand what leadership is and how it is applied within their company. First Data used 360 feedback instruments and worked in peer coaching group to fully understand their tools and carried this through 4 months with 4 webinars; one that featured being organizationally savvy. Credit Suisse used one on one coaching with the Hogan Feedback tools within a two-day structure.
Impact?Confident emerging leaders who understood the implications and impact of having their own leadership vision and resulting performance management skills to set clear expectations and directions for their teams. Exact numbers were not shared but received emails from 5 that were promoted to directors following the program.

Furman University: Connections Women Leaders of the Upstate
What?Provided 360 Leadership survey feedback to 2014 Class as part of their 4-month leadership program.
Why?To provide a self-developmental component to the workshop to allow greater insights into strengths and areas to improve based on their employer’s environmental feedback.
How?Provided online leadership survey to 36 women for distribution to their selected respondents. Then set up one-on-one coaching session over the next two months to meet with each and debrief the report and action items that needed attention.
Impact?The results are tracked by each individual’s company; I am not privy to this information. Overall the women felt empowered and more confident after hearing the feedback about their abilities from the 360-feedback tool. This combined with the speakers and content of the programs motivated them to make bigger goals, live their dreams and act as the leaders they realized they were.

Pilot Freight Services (Corporate) 2003-2008
What?Family-owned Corporation. Create out-sourced training department to increase sales and retention rates. Create structured Sales Strategy for development of Sales and Station Managers, National Account Sales and Account/Sales Executives. Customer Service was added once the above process was underway.
Why?To provide maximum impact in shortest amount of time, provide ongoing development to increase retention of sales staff and improve closing ratios.
How?Provide New Hire training quarterly, Sales Manager development and ongoing advanced sales courses each year to further promote learning and higher closing ratios; with a result of increasing retention.
Impact?25.9% retained 2003 to 63.6% retained 2005; retention numbers then not tracked.
Evaluation of Training:
Level 1 – Reaction after class: 9.4 out of 10 pts
Level 2 – Learning: on average 21.4% increase in knowledge
Level 3 – Behavior change: –Observed my managers
Level 4 – Return on Investment – increased retention as stated above, plus increased revenues and profits (privately-held company so not privy to all numbers)

Kerry Rockford Enterprises dba Pilot Freight Services 2009-2012
What?Family-owned franchise. Create a strategic plan to work together as an executive team to “re-invent” who KR is and how they work together to increase revenues and profits.
Why?To bounce back after financial downturn and significant layoffs.
How?Create a strategic plan to focus on sales strategy and performance. Hold team members accountable to commitments and actions. Educate and train leaders and team members in sales skills and knowledge. Leaders manage performance and expectations; establishing benchmarks of performance and reward success.
Impact?After first year 53% increase in revenues year over year with significant profitability. Revenues continue to increase at 14-15%; profitability also increasing.

Kerry Rockford Enterprises dba Pilot Freight Services 2013-2015
What?Work to inspire leaders and teams to ignite results by defining and aligning to the strategic vision that manages by values and as a result operates as a healthy organization.
Why?To create a sustainable, empowered organization with the ability to bounce back after financial downturns.
How?Two year approach. During that time define for others why the organization exists, align to vision, strategy and values. Understand and develop leadership styles through assessments, coaching and cross-departmental project work, evaluate organization effectiveness and benchmark yearly using surveys. Inspire and integrate leadership education and innovation for better decision-making.
Impact?In progress.

TransGroup Worldwide Logistics
What?Provide sales/product/supply chain training to frontline and managerial staff
Why?Increase knowledge, capabilities, revenue and profit
How?Working with Subject-matter experts to design 2-day courses to integrate sales skills and subject matter in an interactive environment that allows individuals to work on key accounts and walk out with a plan of action ready to implement and confidence in their sales capabilities.
Impact?Have run international and product specific courses with the following results:
Level 1 – Reaction: 9.3 out of 10 pts
Level 2 – Learning gained: 26.4%
Level 3 – on the job behavior observed by manager
Level 4 – Return on investment (private company not privy to numbers)

Iowa Western Community College; Council Bluffs, Shenandoah, Clarinda, Atlantic and Harlan (2004-2013)
What?Provide modules on leadership, performance management, team development, innovation and creativity, time and stress management, sales and customer service skills and behavioral assessments.
Why?As part of Iowa’s Employer development program the state provides a grant to develop their employees. This is coordinated through the college.
How?Provide ½-day to 1-day programs to address the above issues and relate the learning to real work issues so it can be immediately implemented back on the job.
Impact?Employers continue to support this program by sending and resending their people.

Gilson Graphics, Zion Recovery Services, Cass County Memorial Hospital IT Team, Hospice Interdepartmental Team, Kerry Rockford Enterprises Leadership Team, Stewart Memorial Hospital, TransGroup Worldwide Logistics
What?Create better team alignment and cooperation, resolve team conflict, improve team communication and understanding
Why?To increase team performance
How?Using assessments to understand behavioral style as an objective reference point begin process of illustrating differences and preferences in communication style. Then work with team to discuss current issues and using this new knowledge create action plans for how to work more productively together.
Impact?Increased performance among team members and dissolution of conflict and/or more quickly manage conflict. Many groups continue to come back and further learn more about one another and how to work more cooperatively together.