Case Studies
Health Care Organization
The Challenge:
This federally funded public health clinic came to us looking for leadership development for their senior team. They found us through a referral from a prior participant. The clinic had completed an internal employee survey that netted some very inconsistent results between the leadership team and the level just under them, and they wanted more data and confirmation of their next steps. They wanted to become better communicators. The worst ratings on their survey came from the actual providers, front line to the patients.
Solution Milestones:
We started the process by coaching the executive director to bring her up to speed on what the rest of her team would be experiencing. We next administered our organizational assessment to develop a baseline, and then followed up with Executive Leadership for the senior team. The Attribute Index was administered to each participant with a one-on-one debrief. It was used just before the Team Building and Collaboration sections of the Executive Leadership process. We’ve seen the value of at least one individual session with each participant somewhere in the process. It helps to have the concentrated time to deal with personal issues that may not have come to light in the group setting.
Results/Outcomes:
They are definitely communicating with one another more and are on the same page with providing the right care for the patients. The process also helped the executive director to identify who their outstanding performers were and who was struggling. The process took issues that were underground and brought them to the surface. They are now getting ready to reorganize. They plan to shift people on the team who possess the appropriate skills in the right job, while giving them the opportunity to identify their weaknesses and improve their skills. Most ideas stem around an issue from the Assessment debrief: “Based on your scores, here’s how you should watch out when you’re interacting with your staff.”
Follow-Up/Sustainability:
Those that were identified as struggling were given some one-on-one coaching sessions to help them improve and some cases even save their role on the executive team. They also realized that in order to help their people perform better, they needed to work on some of their key processes. In September, they will begin process mapping for their billing processes, and lay the groundwork for taking their charts and forms electronic. This will impact their chart management, the quality of patient care and their risk management figures.
Non-Profit Organization
The Challenge:
With a downturn in the economy, pressure from other internal and external financial obligations, and increased competition from the many other non-profits, the nonprofit organization was forecasting a reduction in donations. The traditional success model was changing. Establishing relationships at high levels with local organizations and returning each year to ask for donations during the campaign period needed follow-up. The team needed training on using a consultative selling approach to expand their relationships within current and potential sponsor organizations and a process to create donor loyalty. As the campaign season was rapidly approaching, the entire relationship team needed to coordinate their efforts using the same consultative selling techniques and set specific goals to achieve measurable results.
Solution Milestones:
After meeting with the leadership of the organization, a customized Donor Loyalty development program was created. The process combined consultative selling skills and training with the RAC Customer Loyalty process to establish and strengthen relationships at every point of connection. Assessment tools, such as the RAC Attribute Index were given to team members, so they could get a better understanding of themselves and the strengths to be improved upon throughout the development process. Goal setting, establishing priorities, and understanding potential obstacles to achieving goals were all important take away from the development process. Armed with this procedural change, the leadership team and staff proceeded to create key account profiles, establishing where they stood with each account, and what the targets were for the next two years in advance. Together the team determined success metrics using a matrix of short term and long term goals.
Results/Outcomes:
The Donor Loyalty process led to the organization working more strategically. Key accounts were contacted and more relationships within each account were established to build customer loyalty and prepare for changes within the sponsor organization’s management structures. Strategies were developed for all key accounts focused on specific goals and actions to enhance the relationship throughout the account creating loyalty.
Follow-Up/Sustainability:
A group session was held three months after the Donor Loyalty development process ended to reinforce what was working and identify areas for process improvement. The new strategic approach, using consultative sales skills combined with building more, long-term relationships at every point of donor/ customer contact has the organization on track to reach their goal. The process and related goals will be reviewed on a regular basis to make sure that Donor Loyalty is continually being achieved throughout the organization.
Wholesale Auto Supply Parts Distributor
The Challenge:
Issues were: communication skills (externally and internally), time management, problem solving—not good at up-sell, attitudes, customer service skills, dealing with rejection, sales skills, phone skills, organizational skills.
Solution Milestones:
This is a $600 million company with 300 employees in 3 states. Began coaching VP of Operations in 2006. Worked with Management and Customer Loyalty with Parts Pros. During a Management meeting with 50 folks, VP of Operations stated that this is the best thing they’ve ever done and every employee would go through some type of process. We have now worked with 100 people.
Results/Outcomes:
At the end of 2007, we met with every functional leader to get his/her wish list in terms of training and development. We then met with the VP of Operations to review with them the understanding that it could have a large price tag. The VP of Operations wanted to prioritize the list, but eventually wants to have everyone involved. They are seeing teamwork and liking what they see.
Follow-Up/Sustainability:
Half of the Parts Pros will participate in the spring followed by the other half in the Fall using Customer Loyalty. We had to facilitate a little differently because we couldn’t bring them all together at one time. They met for 2 sessions. The materials were given to the managers and the managers were responsible for getting the Parts Pros ready for the sessions. This worked well as the managers had already been through the Management process. Upon completion with Parts Pros they will determine what they will do next year.
Custom Printing Company
The Challenge:
The president wanted to have his entire staff more focused on the customer. There were production challenges and many jobs weren’t being completed on time. No clear, specific plans were in place. The president had some great ideas, but he often fell short in the implementation.
Solution Milestones:
Customer Service development was conducted with the staff in the spring of 2007. Goals were set, which included an Executive Leadership process with the president and Management Development with the production manager.
Results/Outcomes:
Sales, productivity, liquidity, and profitability through 6/30/08 have exceeded our goals set at the beginning of the year. Over 75% of our specific action items have already been completed or put into progress during 2008. These action items included cross training programs that have been undertaken and carried out by the staff. We challenged our staff to set individual goals in the 2nd quarter of 2008.
Some of these included a regular monthly internal newsletter; regular data backup procedures, and increased procedure documentation. We are proud to report that these are in place and operating efficiently.
One specific goal was to implement a consistent, regular, direct mail marketing program for our own marketing efforts. This began in May and we are consistently producing and mailing a minimum of two direct mail pieces per month. It is being sent to clients and prospects, and it is being extremely well received. We have become more creative and have introduced at least one new product directed toward the entertainment and sporting events markets. This product received great reviews in a “test” run, and is currently being evaluated by the local minor league baseball organization for use in their marketing efforts. We have also applied for trademark protection on this concept.
Follow-Up/Sustainability:
Continuing to coach the president, and currently using the Leadership process with the administrative assistant/customer service manager.
Internet Sporting Goods Distribution Company
The Challenge:
No clear business plan and strategy for growth. No formal business structure. Issues with suppliers. Cash flow issues.
Solution Milestones:
Implemented Strategic Planning Process. Also did Management Coaching with Owner and his wife. Did some leadership development with the staff.
Results/Outcomes:
Organization replaced non-performing vendors with direct relationships with manufactures. Grew revenues from $400K to $4mm in 2.5 years. Have relocated from home office to office warehouse combination with approximately 50K Sq ft for inventory and shipping area.
Follow-Up/Sustainability:
On-going coaching for sustained performance. Seeing consistent improvement in overall performance and quality of life.
Insurance Company and Broker
The Challenge:
Needed to conduct a strategic plan and wanted to build a stronger executive team. Had a planning process that the company had done for several years, but it was more of a tactical plan. The staff needed to be aligned with the plan.
Solution Milestones:
Conducted Strategic Planning for a 3-year plan in 2002 and 2005. Conducted the Executive Leadership process for 10 staff members in 2002, the Management process for 10 staff members in 2003, the Leadership process for approximately 20 staff members in 2004, 2005, and 2006, and now a customized Leadership process for 50+ people in 2007 and 2008. Currently coaching 5 individuals one-on-one including the CEO.
Results/Outcomes:
Completed 80% of strategic initiatives in 2002 plan and 95% in 2005 plan. Team is functioning at a high level of alignment—meets monthly to review all initiatives.
Follow-Up/Sustainability:
Some team members were transitioned out as a result of not aligning with the group. Company’s profit margins have grown by over 20%, even with a changing/declining market.
Luxury Pet Care Facility
The Challenge:
Successful business that was suffering from growth pains with no clear strategy for the future. There was no formal leadership development and processes were mostly in the heads of the owners and employees. Turnover was extremely high.
Solution Milestones:
Conducted Strategic Planning for a 3-year plan in 2003 and 2006. Conducted the Executive Leadership process for 2 staff members in 2004, the Management process for 6 staff members in 2007, the Leadership process for approximately 3 staff members in 2008.
Results/Outcomes:
Completed 90% of strategic initiatives in 2003 plan and 95% in 2006 plan. Team is functioning at a high level of alignment—meets monthly to review all initiatives.
Follow-Up/Sustainability:
Some team members were transitioned out as a result of not aligning with the group. Company’s profit margins have grown by over 50%, even with a changing/declining market.
National In-Home Tutoring Company
The Challenge:
No clear business plan and strategy for growth. Lack of infrastructure to support national franchise organization. Resistance to delegation on the part of the founder/owner.
Solution Milestones:
Conducted Strategic Planning for a 3-year plan in 2005. Conducted the Executive Leadership process with the founder/owner. Implemented Quarterly Coaching program with franchisees
Results/Outcomes:
Completed 90% of strategic initiatives in 2005 plan. Development and implementation of infrastructure and team of people to support the business. Completely new system for handling administration of the business and franchisees. Team is functioning at a high level of alignment—meets monthly to review all initiatives. Franchisees are seeing dramatic improvement in performance, some even doubling in revenues in less than a year.
Follow-Up/Sustainability:
Some franchise owners were transitioned out as a result of not aligning with the group. Company’s profit margins have grown by over 50%, even with a changing/declining market. On track for goal of franchise sales for 2009. Will refresh business plan in 2009. All new franchise owners required to go through business start up and quarterly coaching process as part of ongoing training and development.
Real Estate Broker
The Challenge:
No clear business plan and strategy for growth. Lack of activity to sustain desired income levels
Solution Milestones:
Implemented Coaching Program on Sales and Personal Performance
Results/Outcomes:
Improved monthly performance by 300%. Sold enough to become part of Million dollar club with their broker. Exceeded personal income expectations
Follow-Up/Sustainability:
On-going coaching for sustained performance. Seeing consistent improvement in overall performance and quality of life.
Chiropractor
The Challenge:
No clear business plan and strategy for growth. Serious cash flow issues. High staff turnover.
Solution Milestones:
Implemented Total Practice Makeover solution. Developed strategic business plan and did Management coaching with the doctor. Implemented Customer Service program with staff. Implemented Quarterly Management System for staff accountability.
Results/Outcomes:
Went from $200K annual revenue to $1.8mm in 15 months. Made decision to build own building to add $1mm asset to business.
Follow-Up/Sustainability:
Quarterly business performance review and staff development as needed.
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