Transforming Talent to Leadership:
A Strategic Executive Development Case Study
Circumstances:
For a rapidly changing sales and distribution company, a
new senior executive team was formed to bring the company into an
international marketplace. The company's only female senior executive
(the company had an 85% female talent base) was struggling in her new
role. The senior executives were functioning independently - not as a
team.
Action:
After examining many options, we planned a strategic
executive development program with the new President. The female
senior executive was receptive to a thorough review of skills and
competencies. Our review included input from the President, Senior Vice
President, peers and subordinates.
Result:
Our assessment identified gaps and blind spots. She was
very reluctant to delegate and was having difficulty thinking from a
strategic framework. Almost immediately she began to delegate more
authority and responsibility, spend fewer hours in her office, and
participate in long term planning conversations.
The senior executive team enjoyed higher levels of communication.
Productivity improved in each major function.
A struggling executive developed into a higher level of leadership while
avoiding a sensitive talent issue of a key and visible person.
Easing Transitions:
A Silent Program Case Study
Circumstances:
When a Senior Vice President at a consumer products
manufacturer, competing with another SVP, was not selected for Executive
VP position, his future with the organization was in jeopardy. The
company leadership was anxious about next steps. They wanted to avoid
the traditional negative and potentially disruptive termination process.
Action:
We built a Silent Program - a positive management tool.
This is a private and confidential career continuation service. Only
three people in the company were informed of his circumstances. We
provided a full assessment, personal marketing and ongoing support while
he continued some of his responsibilities. The executive's
marketability was protected while he avoided the negatives of a public
release - he was able to truly "move to" something rather than "away
from" something.
Result:
In three months, he secured ten interviews and two
offers. He was able to resign - surprising almost everyone at the
company. The company incurred no severance payments, no continuation of
benefit costs, no negative public or employee relations, and the new
EVP was able to reorganize the leadership team six months ahead of
schedule.
Finding the "Right Fit":
A Placement Plus Case Study
Circumstances:
President of a national retailer was concerned that all
three finalists for a key executive position presented very similar
backgrounds and capabilities. All three candidates had solid references
and were well-liked by the interviewing team. It was difficult to
determine which candidate would be the best fit.
Action:
Listening first, we asked the President what other
information would be helpful and what his vision of their relationship
would be. Because of other time demands, he would be unable to provide a
great deal of direction and support. He needed a self-reliant
executive.
The Optîmance team review included interviews, assessment instruments,
and business simulation exercises. We wanted to identify which
candidate was the most entrepreneurial self-starter.
Result:
Of the three, we clearly discovered that one candidate
was the most self-reliant, enjoyed independence, did not seek close
supervision, and appreciated freedom to take charge. The company was
able to hire the most self-reliant candidate.
It was a good thing that the best fit executive was hired. In speaking
with her after seven weeks in the new position, she had only spent brief
private time with the President on two occasions. Moving quickly, she
made a very positive impact in the first two months.
Unfortunately, the other two candidates may not have been so willing to
take charge. For this critical role, the executive team could not
afford to lose momentum and welcomed a fast pace.
Empowering Transitioning Employees:
An Onsite Career Center Case Study
Circumstances:
With changing markets, a major technology company was
faced with sixty position eliminations at different levels and in
different product groups. Many of the impacted employees were valued
veteran and technical professionals. Human Resources wanted to avoid
the traditional negative issues relating to a major downsizing.
Action:
Partnering with the company's Human Capital Executive,
we established the first of its kind Career Center on their campus. The
rapid program launch with clearly defined program deliverables featured
high-touch/high-tech methodologies, career continuation workshops,
in-depth assessments, group skill building classes, career project
management team meetings, and administrative and individualized
consultant support.
Result:
This joint venture achieved an exceptional outcome in
measurable time and cost savings. Within sixty days, 58 of the 60
candidates found new positions at new employers or in new internal
departments. There were no severance payments, nor continuation of
benefit costs, nor higher unemployment compensation charges - saving the
company $1M while maintaining positive employee and public relations.
After assessing competencies, skills, and career interests, participants
were delighted to continue their careers in new opportunities with a
better fit. The company also saved significant recruiting, training,
and orientation time and expenses.
Developing an On-Site Placement Center:
A Redeployment Case Study
Circumstances:
A major defense manufacturer eliminated approximately 30
positions. The company made a conscious decision to reemploy as much of
the workforce as possible while offering the employees the opportunity
to seek outside the company. As a result, Career Control Group team
customized a career continuation program to support internal as well as
external transitions.
Action:
We quickly set up an on-site career center. Our
consultants staffed the center several days each week offering
one-on-one consulting, focus group facilitation, online assessment
evaluations and support team meetings. Candidates also utilized our
virtual career center and specialized Internet resources and databases.
Result:
At the end of 60 days, most of the participants had
found new positions, many within the company. Company far exceeded
prediction of 25% in retaining employees. Actual retention equaled 75%.
In addition, the company reported an expense savings exceeding $700,000
by deploying an innovative career continuation process.
Developing Leaders:
A Succession Planning and Executive Development Case Study
Circumstances:
An energy company assessed its leadership needs and
determined that the current generation of leaders, all of whom were
approaching retirement, had no successors prepared to step into their
roles.
Action:
Optîmance consultants employed comprehensive
organizational and individual assessments to help identify
high-potential managers and conduct a gap analysis of their skills. The
team then initiated a leadership development coaching program that
included individual and group learning sessions. The program included a
job-shadowing component in which our consultants spent several days with
each manager to provide immediate feedback and understand firsthand
their development needs. An external mentoring program provided ongoing
development.
Result:
The company recognized immediate performance
improvements in each of the program participants as they began to think
and act beyond their current roles. Shareholders developed an increased
confidence in the future success of the company.
Unleashing the Potential of a High Performer:
An Executive Development Case Study
Circumstances:
A telecommunications company identified a female IT
professional as a critical player and up-and-coming leader due to her
strong product knowledge and key technical expertise. Having promoted
her quickly through the ranks as a software developer, supervisor, and
manager, they were considering promoting her into a director-level
position, but were concerned about feedback from her supervisor and from
an in-house survey that showed she was viewed as abrasive,
confrontational, and inappropriately aggressive in meetings with her
peers.
Action:
An Optîmance consultant provided a six-month executive
coaching program that showed the employee new methods of communicating
with peers and subordinates and gave her the opportunity for real-time
practice of new behaviors.
Result:
The employee received two promotions in a 12 month
period, enabling the company to enjoy the benefits of having her
technical expertise at a high level and to fully capitalize on the
training investment they had made in this employee over the years.
Recovering an "At-Risk" Employee:
An Executive Coaching Case Study
Circumstances:
The head of the Human Resources department identified an
HR team member as having significant problems interacting with her
peers and managing her anger, particularly when stressed by a crushing
workload. The problem grew after an incident in which she stormed out of
an office celebration and threw some tableware in response to some
light-hearted teasing. Reluctant to terminate her due to her solid
performance record and excellent customer service skills, her supervisor
placed her on probation and recommended a coaching program.
Action:
The employee went through a five-month coaching program
with an Optîmance consultant who helped her develop the skills to manage
intense emotions that surfaced within the workplace. The program
provided her an ongoing opportunity to discuss difficult situations in
anticipation of their occurrence and to develop an appropriate response.
Result:
The employee successfully completed her probation and
continues to be a valued member of the HR team. The company retained a
valuable employee with solid skills and avoided the costs and
disruptions associated with hiring and training a new employee.
Reducing the Costs and Trauma of Termination:
A Go to Case Study
Circumstances:
The president and CEO of a company was poised to
implement some exciting growth plans, but recognized that one of his key
executives would be unable to effectively manage in a high-growth
environment. The president concluded that he needed to transition this
executive out of the company, but he had serious concerns about the
impact on the organization, particularly in light of the upcoming growth
initiatives. This executive had been with the company longer than the
president, had a record of significant contributions and had a
considerable number of friends within the organization who would be
concerned if they sensed he had been treated unfairly.
Action:
The president met with Optîmance consultants to
determine what options were available. Discussion and tough questioning
confirmed termination was the only sensible course of action. Rather
than immediate termination and payment of the overly generous severance
package the president had in mind, Optîmance consultants recommended the
"silent program," in which the executive would confidentially begin a
career continuation program, our alternative to traditional
outplacement, and simply resign after he landed a new job. Since he
would continue to receive his salary during this time period, there
would be no need for severance after his departure. We also recommended a
special bonus feature to encourage him to actively participate in our
program and quickly make the change.
Result:
With the direction and support we provided through our
career continuation program, the executive secured a new position in
less than four months. Excited about his new job and appreciative of the
confidential manner in which his release was handled, he resigned from
the company on good terms without causing any animosity within the
organization. Compared with the severance package he had planned to
offer, the president calculated that he saved nearly $100,000.
Recognized by the Board of Directors for his handling of this sensitive
situation, he was able to quickly forge ahead with growth plans.
Optîmance is proud to be a Career Partners International firm.