Principal Consultants
Case Studies
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Situation:
The Philippines has over 6 million employees working in the Business Process Outsourcing (BPO) Industry, serving and supporting many US corporations.
Problem:
Over 60% of the employees in the industry are women; However, only 10% of the Country Leaders of Major BPO Companies are Women. The Philippines BPO Industry Trade Association wanted to equip high potential women with Leadership Skills to help them be promoted into Senior Leadership Roles.
Solution:
We created a half-day Masterclass to coach the participants in the following areas:
- Build Trust and Rapport: Develop and implement strategies for building trust and rapport with colleagues, clients, and stakeholders.
- Communicate Confidently and Effectively: Master clear, concise Communication as a CEO, including giving and receiving candid feedback, presenting ideas with impact, and cascading Communication throughout the company.
- Influence and Persuade: Learn and apply effective influence strategies to drive change, achieve buy-in, and navigate challenging conversations with confidence.
- Enhance Interpersonal Skills: Develop strong interpersonal skills, including empathy, active listening, and conflict resolution, to build and maintain strong relationships.
- Apply Learning to Real-World Scenarios: Practice and apply the learned skills to real-world scenarios and challenges faced in their current roles.
Situation:
A major US Church was experiencing significant dysfunction, political infighting, and leadership turmoil. The Lead Pastor requested relocation due to the challenging environment, and a new Lead Pastor was brought in to address the situation.
Problem:
The new Lead Pastor wanted to build a cohesive, healthy leadership team with clarity and unity around the Church’s vision and strategic priorities. Once that was established, the Lead Pastor wanted to bring cohesion and clarity to employees, key volunteer leaders, and the entire Parish.
Solution:
Addressed the 5 Dysfunctions of a Team and developed a clear and cohesive strategy for the leadership team, including:
1. Vulnerability-Based Trust
2. Agreement on Healthy Conflict Norms
3. Approach to establishing clear commitments on all key leadership decisions
4. Establishing Peer-To-Peer accountability within the leadership team with less focus on the Lead Pastor
5. Key metrics and decision-making process that determine the success of results and performance of the Church.
In addition, we worked with the leadership team to determine the 6 critical strategic questions:
1. Why do we exist?
2. How do we behave?
3. What do we do?
4. How will we succeed?
5. What is most important right now?
6. Who must do what?
Within 6 months, the Lead Pastor shared the new vision, priorities, and direction to all members of the Church during Sunday sermons over 4 weeks. The response was very positive, and the Church’s energy and excitement increased significantly.
Situation:
The CEO and leadership team of each portfolio company are critical to maximizing performance and exit valuation over a 3–7-year holding period.
Problem:
The performance of CEOs and their leadership teams was inconsistent, and lower-performing Portcos had lower multiples of invested capital at exit. The cost of terminating, replacing, and upgrading leadership talent negatively impacted EBITDA and significantly delayed holding periods.
Solution:
The Partners and Senior Leaders of the Firm worked with us to develop an approach to assess potential Portco investments and evaluate leadership quality and red flags before closing. They also prioritized bringing us in to optimize cohesion, clarity, and priorities early in the holding period to ensure maximum returns.
Situation:
A CEO was hired and a new leadership team formed to accelerate growth, diversify products, and expand the customer base for a large Mutual Insurance Company.
Problem:
The CEO & the Senior Leadership Team were bought into the strategy and ready to execute; however, the leadership team 1–2 levels below needed to be equipped with tools to bring their teams and the rest of the company on board and to own the execution of the new growth strategy.
Results:
We delivered a half-day keynote presentation to 130 executives to equip them with tools to cascade the vision, strategy, and execution throughout the company, focusing on—
1. Vulnerability Trust within their teams,
2. Consistent Meeting cadence with healthy norms for debate and discussion,
3. Obtain clear commitments from each team member on their priorities, and
4. Engage in real-time peer-to-peer accountability within the teams.