DISC Assessments, Motivators Assessments, EQ Assessments Solve Issues around “high functioning mediocrity”
Tess, a senior manager of information development at a 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.
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Executive Implements Coaching and Feedback Model to Improve Influence and Effectiveness with Leaders and Franchisees
The client had a corporate leadership role where he was required to coordinate upline and also deal with multiple owners of independent franchisees in the franchise network of the real estate company. He was finding it difficult to influence and manage his relationships with some strong personalities he was encountering in the field and internally in headquarters with some of the senior management team.
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Recently Promoted General Manager Challenged By Transitioning from “Doer” to Leader of Former Peers
A newly promoted senior manager was challenged by transitioning from a “doer” to managing the team he previously worked with. He recognised that he wasn’t dealing as effectively as he’d hoped with his former peers and his new role had him overworked and stressed, and he needed clarification on how best to manage his experienced team.
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Hospital Uses DISC Assessments and Employee Morale Leadership Program to Increase Profits by $4.5 Million
A hospital was “on a skid” and in the red $2.5 million. Many employees at the underperforming Healthcare Medical Center said they had been working under strained relationships, where there was often disconnect between them and supervisors.
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Business Owner Evaluates Business – To Sell or Not to Sell?
Our client was a long-term award-winning owner of a hospitality business operating in the tourism sector that was thriving. He was considering divestment and retention options for the business and seeking to evaluate the same using objective analysis as well as wanting help to consider what factors a potential buyer may consider in acquiring this business should he want to exit.
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Job Benchmarking Saves Retailer $800k in Turnover Reduction
For years, a national retail provider was “bleeding with turnover” that plagued company sales and growth trajectory. Indicative of the retail market, it was commonplace to experience between 60 and 70 percent turnover amongst its sale staff.
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Wine and Spirits Distributor Credits Office-wide Display of DISC Profiles to Turnaround
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.
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