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Succession Preparation, Emerging Leader Development, Talent Development, Organizational Development, Train, Speak, Coach, & Consulting in Dallas, Texas, USA
Succession Preparation, Emerging Leader Development, Talent Development, Organizational Development, Train, Speak, Coach, & Consulting in Dallas, Texas, USA
COMMUNICATION
A key leader in the organization was communicating in a fashion that was constantly misunderstood by the team he was leading. This created a credibility problem and a loss of productivity. His extremely high IQ, combined with differences between his experiences and the experiences of those he was leading, contributed to the communication gap. This leaders' peers were unsure what to think but top management was willing to invest in developing his communication skills. After gaining his confidence and reviewing with him the results of the 3-part survey he had completed, we began to see progress every week. The highest ranking manager on site had this to say after the program was completed, "I consider this a success story. I have seen significant improvement with (the leader). I am encouraged with this turnaround."
PRODUCTIVITY
Management realized they had missed several opportunities to leverage the knowledge of their employees.
The organizational goal was to create a cultural norm for employees to engage in process improvement. Employees who had served the organization for many years did not know how to properly submit their ideas or the ideas of their team members. Over 90% of the leaders participated in the process. They learned what kind of improvements were considered most important, a system for submitting those ideas, and how to calculate the value of the idea. Here is just one example of a testimonial given by leaders on the last day of the development program. "I reduced the amount of time on each manufacturing run from 18 to 12 hours by reducing waste. This should save approximately $72,000 per year."
TEAMWORK
Teamwork was at a halt. Communication among the team members was at a stand-still. The problem affected productivity and caused a major headache for the team's leader as well as for the Director of Human Resources. We worked with the team to help them learn how to communicate clearly, effectively, and cordially with one another over several weeks. Gradually those who were not even speaking the names of one another began laughing together and identified and addressed the real problems. The Director of HR had this to say, "The results of working with the team which was the ‘hot spot’ are incredible. Frankly, we weren’t sure the problem was fixable."
LEADERSHIP
"The (organization) was in the process of reengineering our complete structure. Management's desire was not only to change the operational part of the (organization), but to change the culture of the (org). The Committee looked at several approaches. Your company provided the best program for what we felt was needed. It provided insights into team work as it relates to internal and external customers, problem solutions with employees, salary program and most important was instilling into each one a sense of value.
"Thank you for your help and if we need this service in the future, you will be our first choice."
CULTURE CHANGE
The organization was a well-oiled machine of order takers. Taking orders had been at their job for 30+ years. Not so any longer. They needed to overcome their stereotype of sales people and learn to pro-actively sell their services in order to survive. We met with the team members several times and helped them gain the skills and confidence necessary to succeed at their new mission. The Senior Vice President of the Division had this say afterwards, “When I faced the difficult task of turning around a struggling business, Jo recognized that it would be more than finding new customers and maintaining existing ones - the daunting challenge would be to change the entire culture of the business. She quickly established a great rapport with our team and her energetic, enthusiastic, and practical approach to the transition was a perfect fit. No doubt - when our successful business turnaround was achieved, every team member had found a new belief in themselves to make great things happen. Thanks, Jo, for your wonderful attitude and your engaging (development) program!”
A key leader in the organization was communicating in a fashion that was constantly misunderstood by the team he was leading. This created a credibility problem and a loss of productivity. His extremely high IQ, combined with differences between his experiences and the experiences of those he was leading, contributed to the communication gap. This leaders' peers were unsure what to think but top management was willing to invest in developing his communication skills. After gaining his confidence and reviewing with him the results of the 3-part survey he had completed, we began to see progress every week. The highest ranking manager on site had this to say after the program was completed, "I consider this a success story. I have seen significant improvement with (the leader). I am encouraged with this turnaround."
PRODUCTIVITY
Management realized they had missed several opportunities to leverage the knowledge of their employees.
The organizational goal was to create a cultural norm for employees to engage in process improvement. Employees who had served the organization for many years did not know how to properly submit their ideas or the ideas of their team members. Over 90% of the leaders participated in the process. They learned what kind of improvements were considered most important, a system for submitting those ideas, and how to calculate the value of the idea. Here is just one example of a testimonial given by leaders on the last day of the development program. "I reduced the amount of time on each manufacturing run from 18 to 12 hours by reducing waste. This should save approximately $72,000 per year."
TEAMWORK
Teamwork was at a halt. Communication among the team members was at a stand-still. The problem affected productivity and caused a major headache for the team's leader as well as for the Director of Human Resources. We worked with the team to help them learn how to communicate clearly, effectively, and cordially with one another over several weeks. Gradually those who were not even speaking the names of one another began laughing together and identified and addressed the real problems. The Director of HR had this to say, "The results of working with the team which was the ‘hot spot’ are incredible. Frankly, we weren’t sure the problem was fixable."
LEADERSHIP
"The (organization) was in the process of reengineering our complete structure. Management's desire was not only to change the operational part of the (organization), but to change the culture of the (org). The Committee looked at several approaches. Your company provided the best program for what we felt was needed. It provided insights into team work as it relates to internal and external customers, problem solutions with employees, salary program and most important was instilling into each one a sense of value.
"Thank you for your help and if we need this service in the future, you will be our first choice."
CULTURE CHANGE
The organization was a well-oiled machine of order takers. Taking orders had been at their job for 30+ years. Not so any longer. They needed to overcome their stereotype of sales people and learn to pro-actively sell their services in order to survive. We met with the team members several times and helped them gain the skills and confidence necessary to succeed at their new mission. The Senior Vice President of the Division had this say afterwards, “When I faced the difficult task of turning around a struggling business, Jo recognized that it would be more than finding new customers and maintaining existing ones - the daunting challenge would be to change the entire culture of the business. She quickly established a great rapport with our team and her energetic, enthusiastic, and practical approach to the transition was a perfect fit. No doubt - when our successful business turnaround was achieved, every team member had found a new belief in themselves to make great things happen. Thanks, Jo, for your wonderful attitude and your engaging (development) program!”
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© Umberger Development Partners Inc. 2010-11.
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