CLIENT PROJECT EXAMPLES are alphabetically listed below. Additional resources are available upon request.
A
B
Board Merger Integration: As a result of the merger of three health systems state-wide, one of the CEOs from the merging organization was appointed to the newly formed health system. Through a collaborative process with the three Board Chairs and new CEO, a customized, 1-year Board development process was facilitated through our firm. Although a high-degree of support and trust existed, the "new" Board faced challenges such as agreements on strategic priorities, decision making and cultural alignment of the Board and the organization. Two objectives were identified and successfully implemented: 1) Align, develop and facilitate the cultural transformation of the new Board and organization; and 2) Develop the knowledge and skills required for Board effectiveness based on current best practices. The areas of focus included Board roles and responsibilities, advocacy and community support, functionality, succession strategy and cultural transformation. Our customized process included collaborative planning meetings, Board retreats, educational sessions, and report presentations to monitor results and revisions. This Board development process was recognized as a "critical success factor" in the transformation of the Board as it governed the newly formed organization.
C
Change Management: The top team of a large, long-term care system created a Vision to change their model of care from organization-centered to person-centered. Guided by the organizational values and commitment to an individual's quality of living and aging, core principles were infused in every aspect of the organization. Top management's involved started from the onset of the project and included several inter-level discussions to determine the best change management approach. Over a period of 5-7 years, the management and staff teams remained actively engaged in the culture transformation strategy implementation. A servant leadership style, modeled by the CEO, transcended the organization. The developmental model included leadership and team change management training, key competency assessments, job rotation, and other team-based interventions - this accelerated the organization's ability to transform. As a result, the organization was recognized regionally and nationally.
D
E
Emotional Intelligence & Leading Change: A major health insurance corporation with our team conducted a series of "Leading Change with Emotional Intelligence" workshops for leaders at every level during the launch of a key strategic growth initiative corporate-wide. Critical organizational design changes were also made to the leadership structure and service capabilities. A work environment characterized by accountability was key to leading successfully during the rapid-customer driven changes being made. Results included improvement in costs and optimization of customer service.
Executive Coaching/Succession Planning: Beyond the traditional goal of addressing an Executive's derailment or performance issues, Executive Coaching is used by successful leaders who seek to enhance their leadership and managerial competencies. It is also often used to groom high-potential leaders for new roles with increasing responsibilities that demand an expanded repertoire of skills and complex thinking processes. At a large technical government organization, our firm is supporting the development of high-potential leaders to focus on strengths and areas for development such as communicating with peers, team development, presentations to Executives, and emotional intelligence competencies. Over a period of 6 months, one of the leaders in the financial department received positive results as related by their supervisor and other levels of leadership. Self-assessments increased self-awareness and application of new knowledge and skills on-the-job. Overall relationships and performance improved, creating future opportunities for growth and promotion for this high-potential leader.
F
G
H
I
J
K
L
Leadership Development: Nursing leadership development is essential to ensure high-quality nursing practice and patient care in today's changing and complex healthcare environment. The role of nursing and nursing leaders is continuously evolving, requiring leadership alignment and development at every level. At a mid-sized medical center, the Chief Nursing Officer with our firm collaboratively development and implemented at leadership team development process to address the changes in healthcare, the nursing profession, and the growth strategies of the morphing healthcare organization. After completing a nursing team needs assessment, a full-day nursing leadership retreat followed by a series of training sessions were facilitated to focus the team on the organization's strategic priorities and leadership skills identified in the needs assessment. Training topics include nursing leadership principles, recruitment/retention, leading change, and performance improvement. Upon completion, integrated work sessions with physicians were conducted. For the next four years, nurse and physician leaders successfully collaborated in facilitated work sessions focused on quality outcomes and service excellence.
M
N
O
P
Physician Leadership Development: Over a two-year period, our team conducted a physician leadership development program for a large group of primary care physician practices regionally. Pre-program assessments were conducted to establish baselines and themes for interest and learning. The purpose was to strengthen physician leadership in the changing medical/healthcare profession, as well as to stimulate collaboration and collegiality in order to improve quality and cost effectiveness at the practice and regional levels.
Physician Practice Team Development: A series of practice team development programs were conducted for the leaders and key staff who worked for the physician leaders identified in the physician leadership development program (above). A leadership model was customized and implemented that integrated physician leadership's changing roles with other clinical and administrative leadership functions. Additionally, team development exercises and skills were completed and practiced for implementation back on-the-job.
Q
R
S
Strategic Planning in large Medical Center: A Board retreat process in coordination with Senior Administration was conducted to strategically position the organization through merger integration, critical alliances, and physician relationships while still maintaining high-quality outcomes and standards. On-line assessments and interviews were conducted with key stakeholders prior to the development and implementation of a 3-5 year strategic plan. With the volatile nature of the industry, a Board education process was conducted simultaneously to ensure effective decision making related to the priorities identified for success.
Strategic Planning in International Pharmaceutical Corporation: Our team facilitated a comprehensive strategic planning process for a major, international pharmaceutical corporation based in the United States.After completing an assessment in relation to the international strategy, a series of planning retreats were facilitated for the purpose of developing a sustainable, five-year strategy. The process included an evaluation of the foundational elements that drive organizational activities and decisions, redevelopment of the Vision and goals including measurable outcomes, accountabilities, timelines and budgets. A follow-up retreat focused on initiatives to engage all levels of management and staff to ensure successful execution of a results-oriented strategy.
T
Teams & Teamwork in a Large Construction Company: Due to the project nature of work and the changing workforce demographics, this organization engaged in self-assessments and team assessments followed by a full-day leadership retreat focused on teams and teamwork.Specifically, the leaders participated in interactive exercises and improvement strategies for leading generational differences more effectively and fostering an integrated team approach vs. the silo-mentality that currently existed. Leaders left with strategies to improve within their respective teams as well as organizationally.
U
V
W
X
Y
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