Our goal is to enhance your performance by creating sustainable results that transform your company and help you create a winning culture that delivers value to your customers.

As our client list indicates, we have been fortunate to work with some of the greatest companies in the world.

Talent Strategy Solution – Selection

A staffing company, twice listed on the Inc 500 list of fastest growing companies, came to us to enhance their hiring process. The challenge was that the client, an emerging company in need of new talent, had a very young group of managers. For most managers, this was their first management position. They simply had little hiring experience and no formal training on how to identify talent. Adding to the challenge, the company had not identified the specific behaviors, competencies and experience that defined success for the roles they were filling.

The recruiting manager had previous hiring experience, but her team was having difficulty screening candidates effectively. For every 11 people they were sending to the branches 1 was hired on average. Additionally, turnover was at 50%, a number they really wanted to improve.

The staffing company experienced decreased and reduced turnover from 50% to 30% in the first year. Since the initial hiring process was developed, the candidate to fill ratio has moved from 11 to 1 to 3 to 1 – an improvement in productivity that is saving them over 6,300 man hours annually.

Talent Strategy Solution – Selection

A fast-growing, worldwide company wanted to fill a key senior executive role. We worked with senior managers for half a day to establish a clear and measurable benchmark for that role. Within one hour of beginning the benchmarking process, the CEO said, "I cannot imagine having tried to fill this key position without going through this process to determine the critical capability needs of the role." They went on to hire for the role based on the clear model of the job needs.

Talent Strategy Solution – Selection

A major software developer was hiring a number of people for the role of Quality Assurance Coordinator. When they used our Targeted Selection System to benchmark the needs of the job, they were able to see how some of their people were not a good match for the job. This was correlated to performance in the role and linked to a supervisor who had a tendency to hire people like himself instead of people who were a good fit for the position.

Talent Strategy Solution – High Performance Teams

For the last 30 years, this client has been a worldwide leader in software, services and solutions that help people and businesses realize their full potential. Three teams, all working on a project that is shaping future strategy were struggling to stay on track and deliver results.

The team lead of the worst performing of the three teams saw Captain Abrashoff speak at a Conference and called us in to work with their team. We facilitated the team through many sessions, formal and informal, including coaching sessions based on The Leadership Roadmap. As we worked through the sessions, it became evident that the team was specifically struggling with Milestone 2 issues – Connecting People to Purpose. The team was not clear on their purpose and expectations of each other. They did not know how to work well together and had workflow challenges.

Over a period of six months, through facilitated sessions and coaching, leadership and workflow strategies were introduced, and the worst performing team became the best performing team. They became a true "high performance team" as evidenced via the following objectives:

• They hit all of their targets and milestones
• Collaboration among team members, and with internal and external stakeholders, improved dramatically, and
• The team met all of their measurable goals.

Leadership Development Solution

A fast growing national multi-unit retail department chain, was challenged with developing its high potential leaders among its store managers. With the growth they were experiencing, transitioning from a store manager to a regional manager became a critical challenge and one that was not as successful as they hoped. Store managers were not adjusting to the changing requirements as they progressed within the organization.

The Leadership Roadmap was introduced to their high potential managers. The program focused on helping each manager understand that leadership requirements evolve as leaders take on more responsibility with each new role. We forced them to run on critical questions, like: "will the skills that got you where you are, sufficient to take you into future roles?" The Roadmap allowed managers to gauge their strengths and gaps for development. Leaders were made aware of the new skills they would need and challenged to determine whether they were committed to that growth.

Success in their current role and an identifier if they were ready to move up came down to 3 key markers. Store managers knew they were succeeding if:

• They had the luxury of spending at least a third of their time developing people.
• Results continued or got better when they were not there.
• Their team members were able to objectively review and critique their own work and ideas, and identify development areas.

Not all leaders succeeded in moving up, but all became aware of what it would take to move up within the organization. This allowed for certain managers to opt out and for others to know what they had to focus on to continue to grow within the organization.

Leadership Development Solution

A fast growing national multi-unit company was having challenges. From a sales and industry perspective they were continuing to have success in a down economy. However, due to fast growth their leadership pipeline, talent and experience was being challenged. They lacked the experience to build the infrastructure, tools and processes required to manage the growth of the company.

The Leadership Roadmap Program was rolled out to the top leaders in the NRD. The program included significant pre and post-work focusing on specific action plans and stretch assignments all centered on accelerating the skills and experience required to build the infrastructure of the division. A significant amount of the sustainment of the program focused on coaching consistent with The Leadership Roadmap methodology to identify strengths and gaps for further focus and development. The participants in the program had clear goals and objectives – to elevate their abilities and strategies in building the division infrastructure. The program provided them with greater focus to apply the tips, tactics, tools and strategies learned, to their real organizational initiative and challenge.

The leadership and experience that was lacking due to fast growth was accelerated among their existing leaders through the 5 Step Leadership Program. The first year after rolling out the program, increased efficiencies resulted in a cost savings of $1.2M. In the second year following the program the cost savings increased to $2M. Elevating leadership skills accelerated the time to build the infrastructure and processes, which led to increased cost savings. This is why we believe leadership is the most critical factor in determining an organization's success.