This global science-based company made a strategic decision to expand one of their physician roles to be accountable for a much broader set of outcomes. With a history of being highly educated in their fields, these leaders were unclear about the new expectations and all too aware of capability gaps in fulfilling them. We worked with the group to:
- Create a strategic framework—a timeline—that would help us isolate the required capabilities based on the key outcomes and decisions required.
- Developed a flexible, integrated approach to learning key people management, influencing, and project management skills.
Most importantly, participants learned from each other, challenged the thinking, and created new strategies that applied directly to their individual leadership scenarios.
A large financial services firm had plateaued. Its leadership was graying and no surging generation of leaders was poised to over the business forward. With our guidance, the President and senior team:
- Conducted an internal talent search to identify their high potentials.
- Developed and conducted a leadership program seminar series, involving case analysis and individual coaching.
Grooming the next generation and bringing them to the leadership table vitalized the business, resulting in a restructuring and a doubling in size.
In this global company, a key function is deployed to project teams. Staff members provide highly variable input and expertise, primarily determined by the global project leads’ concept of the role’s place and value. The functional leaders cannot “control” how the project leader uses the role. The functional leaders identified a strong need for staff members to become far more influential, not only in the technical work, but to make sure they get a “seat at the table.” We worked with leaders to:
- Develop a multi-stage learning program on how to be a strategic influencer with key stakeholders.
- Illuminate root-thinking that was impeding success.
- Advance each person’s ability to understand key stakeholders and map out a plan for engagement.
Within one year, team members had created a new reputation within the organization for being a strategic partner on projects. The work and the people had new recognition and endorsement from senior leadership.