|
Project: |
Improve a key executive’s
ability to manage projects |
|
Situation: |
A key executive was ineffective
in the handling of certain projects with peers and
subordinates. |
|
Critical Task: |
Improve the skill while salving
the executives ego. |
|
Major Issue: |
Develop a learning environment
that would allow for maximum effectiveness of coaching without
impacting authority of executive. |
|
Key Problem: |
Executive felt competent in
management. |
|
Action: |
Provide one-on-one appraisal,
coaching, and follow up. |
|
Result: |
Follow up assessment and
appraisal all indicate executive is operating at above average
levels. |
|
 |
|
Project: |
Develop a Comprehensive Executive Development/Career
Succession Program |
|
Situation: |
Desire to develop a university type executive program for
pre-identified high achievers. |
|
Critical Task: |
Fully integrate corporate and external courses into a
customized curriculum. |
|
Major Issue: |
Ensure application of learning into on-the-job performance. |
|
Key Problem: |
Perception by CEO that course was not really required or
needed. |
|
Action: |
Conduct full assessment series to illustrate need, develop
curriculum with team of in-house and external trainers,
develop selection criteria to ensure identification of best
candidates, and establish full year training schedule. |
|
Result: |
Initial results are satisfying, but can not do full evaluation
until end of training schedule. |
|
 |
|
Project: |
Executive development |
|
Situation: |
Establish and implement a
management development program for eighty-five executives. |
|
Critical Task: |
Establish an assessment program
to serve as the baseline for identifying training and
development requirements. Provide specific follow-on training
to support the resulting requirements. |
|
Major Issue: |
Provide cost effective training
in a cost-reduction environment. |
|
Key Problem: |
Initial training offerings were
perceived as remedial, resulting in limited attendance. |
|
Action: |
Achieved executive level support
and participation. Provide initial assessments. Deliver
training. |
|
Result: |
Assessment is complete, and
delivery of the required training (twelve modules each
delivered twice) is in the final stages. |
|
 |
|
Project: |
Revitalize and Motivate an
Executive Team |
|
Situation: |
Due to a recent reorganization,
top management team needed to be challenged intellectually. |
|
Critical Task: |
Determine subject matter that
would have equal appeal. |
|
Major Issue: |
Conducting of a one day offsite
meeting that would have a positive impact on all attendees. |
|
Key Problem: |
Top executive kept changing
direction and priorities. |
|
Action: |
Determine root cause for change
of directions, implement corrective action, finalize subject
matter, and conduct offsite meeting. |
|
Result: |
Conducted meeting on the "Nine
Thinking Styles of Successful Leaders". Participants developed
action plans on how they were going to disseminate the
information, and incorporate the styles. |
|
 |
|
Project : |
Management Training |
|
Situation: |
Develop and implement a
management development program for 300 + executives and
managers. |
|
Critical Task: |
Establish an objective
assessment program that would motivate top management to
participate in training and development opportunities. |
|
Major Issue: |
Motivate and achieve acceptance
of developmental concept. |
|
Key Problem: |
Hidden agendas and sensitive
egos of top management. |
|
Action: |
Conduct assessments, sponsor
individual development plans, schedule and conduct high
impacting learning/application sessions. |
|
Result: |
Assessments are completed and
first phase of developmental learning has received high marks.
Resistance by top management has been minimal. |
|
|
