In 2013, Tess, a senior manager of information development at a Silicon Valley hi-tech company, was in a “fog of fear and uncertainty,” feeling topped out in a job where she no longer felt effective as a leader. Her department, responsible for delivering end-user and technical documentation, had reached a state of “high-functioning, high-production mediocrity” and was stuck in a rut.Read more
In early 2012, a Maine-based hospital was “on a skid” and in the red $2.5 million. Many employees at the underperforming, 1,700-employee Pen Bay Healthcare Medical Center in Rockport, Maine,said they had been working under strained relationships, where there was often disconnect between them and supervisors.Read more
For years, a national wireless retail provider was “bleeding with turnover” that plagued company sales and growth trajectory. Indicative of the retail market, it was commonplace for A Wireless, located in Greenville, N.C.,to experience between 60 and 70 percent turnoveramongst its sale associates.Read more
In summer 2014, a major player in the wine, beer and spirits industry was on the precipice of promoting two key executives to continue driving the company forward. With major contracts with a national grocery chain and a multi-national retail corporation, management was banking on the leadership expertise of the newly promoted company vice president and another key executive to provide the right cultural fit and bring sustained success to the operation.Read more
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