Clients’ results


  • Increase employee engagement and loyalty
  • Improve and simplify communication skills and systems
  • Increase productivity and performance in record time
  • Strategic navigation of change with minimal disruption to the work itself
  • Align individual performance with organizational vision and goals
  • Increase annual revenues and profit margins
  • Increase market share
  • Decrease disruption to business during merger and acquisition implementation




Situation: We were contacted by a non-profit community health organization to improve the productivity and cohesiveness of their leadership team, which included both operations leaders and clinical leaders. Morale and trust were low in the organization, and they had experienced significant turnover—87% in 2 years—which had resulted in significant recruiting costs as well as loss of organizational knowledge. At the time of engagement, they had 2 lawsuits pending against the organization and the CEO.

Intervention: We utilized interviews of key individuals in the organization, board members, past board presidents, etc. to assess areas for improvement in organizational culture. We worked with the executive team to solidify team strategy and leadership initiative.

Resolution: Executive team retention improved to 87%, employee satisfaction survey results increased, and patient contact numbers increased, and the organization weathered a significant budget reduction in federal funding without utilizing layoffs.


Situation: We engaged with a corporate branding business with an 18-year successful, profitable history whose revenues were down a full one-eighth following the termination of a veteran sales manager. Sales team confidence and morale were at an all-time low and the president/owner was concerned that the company she had successfully built and nurtured over the years was following a downward spiral in sales and employee satisfaction.

Intervention: We utilized one-on-one coaching of the president and other organizational leaders to clarify the company mission, vision and values, along with a strategy for growth and increased revenues. We reviewed and revised all employee job performance expectations to align with organizational vision and values so that each person could identify a straight line from daily actions and decisions to improving the company’s bottom line. All supervisors had a chance to participate in leadership training and the entire company participated in identification of behavior-based standards for company values. Additionally, we utilized skill building for increasing trust, improving communication and dealing with difficult situations and conflict.

Resolution: Within just a few months, revenues increased to prior year’s level and set the stage for future success and growth. Employee satisfaction increased as reported via survey and one-on-one interviews and the president reported that “it is a totally different place to work.”


Situation: We began working with the CEO of an urban non-profit organization whose 13-year tenure had been marked with successful growth and expansion but whose management team had lost faith in his ability to help them overcome inconsistencies in performance, make decisions expeditiously, and successfully lead them into a tumultuous time of funding changes and cuts in their overall budget. Employee satisfaction scores were low and management team members reported in an anonymous survey that their biggest obstacles were communication, trust and confidence in their CEO to resolve issues among the team members. One member reported that “two members of the team have a hard time working with me and would rather take a cold shower than work through a project.”

Intervention: We utilized one-on-one interviews to collect data about the specific leadership behaviors of all executive level leaders in the organization. Over the initial three months, we worked with the team as a group to clarify a Team Agreement they could use as their commitment to each other to model respectful, ethical leadership behaviors with one another. We also identified multiple obstacles to their success as a team and began working on these issues utilizing both facilitated discussion, training and one-one coaching with the CEO and key members of the leadership team. We utilized an accountability/assessment process by which we met with the team every six months for 24 months to ensure forward movement toward their objectives and goals, increased accountability, and trust.

Resolution: All members of the team report increased satisfaction with their work, their leader, and their relationships with each other. They utilize processes and tools to expedite decision-making, problem solving and dealing with difficult issues. They weathered two significant cuts to their budget and funding sources, including two layoffs within a 12-month period and two location closures, and were able to maintain a positive outlook, a renewed sense of their mission and established a proactive rather than reactive strategy for leading their organization into the future.


Situation: The principal of an urban, high-poverty school district contacted us to help improve communication and leadership among the faculty and staff of a middle school facing significant changes and a declining enrollment. The principal was in her second year and faced challenges of teachers who felt disenfranchised, burned-out and discouraged. Turf wars, conflict and a lack of resolution to problems plagued the core group of dedicated teachers. Some argued outright in front of students and others feared retaliation and destruction of personal property when they had tried to address difficulties.

Intervention: We began by accessing the current structure of the school calendar to identify times where we could meet with the entire staff as well as some of the grade-level leaders to identify issues, practice communication and resolution skills, establish trust and “raise the bar” on leading as teachers and community examples for students and parents. Over a 2-year period, we were able to reinforce what was important to the vision of the school’s mission, by accessing the leadership talent and facilitating accountabilities by improving communication and the ability to respectfully and honestly deal with conflict.

Resolution: The school’s closure and the simultaneous opening of a new school nearby, combining the leadership and teaching expertise of many of the older school’s staff, allowed the group and their principal (who would plan, hire for and open the new school) to set the tone and stage for not only building on their strengths but forging new paths to leading and educating some of the most at-risk children in the community. The school is seen as a leader in the community and has been recognized by local media as an exemplar for meeting the needs of a diverse community, including many children, parents and family members.