Case Study 1
Background:
HMI is a Marketing and Advertising company, located in Phoenix, AZ.,
dedicated to providing outstanding services and quality to their
clients. Their philosophy is one of "Intelligence-Based Advertising"
which means that they develop strategies based on data, research and
knowledge of clients' customer base and then work closely with them to
measure the value they receive.
HMI Direct
was purchased by Elaine Ralls and David Ralls; HMI Marketing
and Advertising had 22 full time employees and revenues exceeding 5
million dollars.
Challenges:
Dynamic and entrepreneurial in nature, the company had grown fast.
Although revenue has surpassed the 5 million dollar mark, the morale
was low. Energy was wasted on personal politics, communication was
difficult and trust levels among individuals
and leaders was low. Initiatives had been set but there was not
alignment among team members and leadership.
There was also not an
established plan for accountability. Rather than a sense of excitement
and forward movement the company was being weighted and bogged down in
personal politics.
Objectives:
-
Create a strategic
plan that will move HMI in the direction it wants to go.
-
Create a culture
that is aligned with it's core values.
-
Build a foundation
of leadership and business planning that will support the next level
of growth.
-
Address the
obstacles; i.e. lack of trust, gossip, and low morale.
-
Prepare the team
for continuous and prosperous change.
What happened:
I met with Elaine and David and
we established clear objectives. I then interviewed with
each team member to get their input and to explain the system we were going to use.
A 2 day planning
session helped create an atmosphere where the team could speak honestly
about successes and disappointments, clarify their values and explore
how they were limiting themselves as a group.
At the end of the
planning session they had a one-year strategic plan and were cautiously
optimistic.Weekly emails and
regular monthly follow-up meetings created structure around their
year-long plan. The meetings enabled team members to have valuable
conversations, deepen communication skills and learn how to focus on
relevant goals. The time was well spent.
At the end of the
year, the objectives were met. Trust levels were high and the team was
excited about the level of efficiency, effectiveness and commitment they
had witnessed throughout the year. They have continued to grow and use
the structures that we put in place to support the team.
What was said:
Victoria, your style is unique. You combine a gentle, wise presence
with directness. You get the job done but in a way that engages and
includes all team members.
Your honesty and
integrity throughout our working relationship has been exemplary. I
would enthusiastically recommend you to other businesses that want to
accomplish their business goals.
Please feel free to use me as a reference if any future clients would
like to speak to me directly.
Sincerely,
Elaine Ralls, Ph.D.
President HMI Marketing and Advertising
Case Study 2
Background:
Cox Communications' Phoenix Learning Center team of trainers was made up
of two typically different types of people: the office staff and the
technical field staff.
They were under the
leadership of Christopher Cribari.
They
were having difficulty aligning on a
shared vision. Christopher was interested in smoothing out the work flow
and creating a high performance team.
Challenges:
The team was made up of
technical and soft skill trainer/consultants that problem solved in very
different ways. The "team" at that point was decentralized, lacked a key
focus and had a low trust level. There were issues around communication,
trust, willingness to participate and accountability.
Objectives:
To pull the team together and have them aligned on a shared focus
that supported the initiatives put forth by the leadership of COX
COMMUNICATION. Also to create a working environment that was efficient,
productive, respectful, and where there was trust among team members.
What happened:
I met with Christopher to establish clear objectives. The focus
was on pulling the group together to create a plan for the next year,
have monthly meetings to ensure accountability and have opportunities
for the team to problem solve together.
I interviewed team
members and then we met for a one day planning session and created a
Best Year Yet Plan for the team.
In the beginning the team struggled. Our first meeting was cancelled
because so many were out of town. Many doubted the value of taking the
time to meet monthly.
The turning point came at the 5th
month of the first year.
They were able to communicate frustrations about the lack of trust and
respect among team members and take action to create change. From that
point forward the shift within the team was visible not only within the
team but to others that worked with the group. Team members were engaged
and focused on accomplishing their goals that were aligned with the Corporate
Initiatives and working well together.
We continued for
another year. This particular team had 3 direct report changes and yet
continued to work together in a way that was productive and respectful.
Individuals were given the opportunity to create their own personal
strategic one year Best Year Yet plans.
By the year end
retreat, the team had accomplished 96% of it's goals and was functioning
at a consistent optimal level.
What they said:
Most of the
participants agree that the biggest accomplishment the team achieved
was to become a team -- in more than just name only. With the
help of Crawford's facilitating skills and by using the BYY system, this
group of people became one united, cohesive, aligned team achieving
mutually beneficial goals.
"The results are significant when looking back," said Cribari. "Victoria
and BYY allow us to combine efforts and capitalize on everyone's unique
expertise. Today, more than ever, leadership requires managing multiple
projects/personnel issues simultaneously," he continued. "BYY demands
strategic long-term thinking, while offering ample flexibility to manage
short-term change and unforeseen needs."
