The organization had conducted an independent analysis of its strengths and weaknesses and formulated a business plan for the future. As part of this process, it completed a major staff restructuring and identified the need for enhanced leadership skills among key staff members and the Board of Directors.
Large, Fast-Growing Direct Marketing Company
After a prolonged period of explosive growth, the company experienced a stagnant period marked by high employee turnover and disappointing work performance. The owner/president was consistently drawn into daily operations functions and was frustrated that employee leaders were not taking responsibility for decision-making.
A Family-Owned Auto Care Business With 58 Locations
Since the company was founded in 1955, it has built a reputation for superior customer service. The company has relied on clear communication, effective teamwork and strong leadership to uphold its tradition of superior service throughout a steadily expanding base of auto care centers. With an average of five stores added per year, the management pool was being stretched and new talent needed to be generated.
Large Manufacturing Company
Leaders were having trouble implementing the more collaborative style of management that has become expected by younger generations of workers.
New Hampshire-Based Multi-National Manufacturing Company
With the majority of the company’s leadership age 60 or older, the company needed to enhance its succession planning and organizational development efforts to create an up-and-coming generation of leaders. The company decided to create leaders from within its current workforce rather than launching an expensive search for outside talent.