Case Studies

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Objective: President of a regional maritime museum wished to launch an employee survey to identify concerns following a close vote union drive. 

Solution: Designed and implemented the employee survey and supported leadership in analyzing and responding to feedback results.

Result: One of the responsive actions was to introduce a monthly training curriculum that included topics such as Giving and Receiving Feedback, Balancing Competing Priorities, Time Management, Handling Difficult Situations and Disagreements.

Objective: Chief Human Resources Officer of a private foundation wished to build a stronger performance management culture. 

Solution: Designed a workshop for managers on delivering effective performance feedback. Follow-up one-on-one coaching was provided as additional support. 

Result: An audit of written performance reviews showed improvement in the quality of reviews written. Managers’ feedback indicated a higher degree of comfort having performance conversations. The organization has decided to expand the effort and include employee training on receiving feedback effectively.

Objective: Managed Care organization's newly -promoted COO required assistance identifying an EVP of Managed Care.

Solution: Initiated a search to identify senior level executives in the managed care industry with a specific skill set for the EVP of Managed Care role.

Result: The successful EVP placement enabled the COO to fully assume new responsibilities.

Objective: College President wished to improve team performance of the relatively new Cabinet/Senior Leadership Team. 

Solution: Utilizing the Myers-Briggs Type Indicator® assessment and principles from “The Five Dysfunctions of a Team”, conducted a team assessment in order to establish root causes of the issues preventing the team from operating effectively and develop strategies to address the issues

Result: The team was able to work effectively together to outline its strategic priorities. The President restructured the way goals were outlined to build in co-dependencies that tied Cabinet members’ successes to one another.

Objective: Director of Center for Microfinance Leadership wished to launch a women’s leadership exchange program for high-potential female executives based in the Middle East and Northern Africa.

Solution: Designed and facilitated a leadership exchange program that combined best practice sharing and a substantive, gender-focused leadership development curriculum. The program was delivered in Rabat, Morocco.

Result: Evaluations of the program were exceptionally high and in follow-up coaching with participants, several were able to apply new skills and earn promotions. 

Objective: Executive Director and Chief Administrative Officer of a global non-profit organization wished to introduce enhanced practices for goals setting and performance management, and more tightly align pay with performance. 

Solution: Designed an enhanced goals-setting and performance management process. Developed a communications and training strategy to educate staff on new expectations, policies and practices related to effective pay-for-performance principles. 

Result: The leadership initiated a performance calibration process and for the first time differentiated in its merit increase decisions. 

Objective: Newly-appointed President of a Health and Welfare Benefits Fund required human resources and recruiting support to assess, design and implement human resources policies and procedures and fill talent gaps.

Solution: Recruited for several critical roles - Head of Human Resources, Assistant General Counsel and Assistant Controller. 

Result: President was able to assemble a new core team and rapidly take on the pressing challenges of the organization. 

Objective: CEO of a global non-profit micro-finance membership-based organization wished to improve performance of the senior leadership team. 

Solution: Developed a 360-degree feedback process that included one-on-one coaching with each of the members of the senior leadership team, including the CEO. 

Result: The 360-degree feedback process provided the basis for the creation of personal leadership development plans that focused on individual and team-level behaviors.