High impact business coaches for high impact business leaders.

client map

Impact case studies

At the beginning of each engagement, we assess a client’s strengths and opportunities for development by conducting 360º interviews and personality assessments. Our coaching relationships are grounded in solid data.


leadership

Leadership

productivity

Productivity

team

Team
Effectiveness

communcations

Communication

business development

  Business   Development

advancement

Advancement



Leadership

Situation

A new Business Unit Leader in a mid-size consulting firm was a gregarious people-person. He had risen quickly through the ranks due to his skill at landing large clients and expanding these mandates over time. While he knew how to effectively engage a team of employees and produce quality work, he had never led a very senior group of partners. He felt that he had the right instincts but needed a sounding board to sort out and prioritize his plans.

Our approach

  • Interviewed his team to assess his strengths and opportunities, and to learn more about the personalities of team members
  • Administered a Birkman and Myers Briggs Type Indicator (MBTI); and spent time with him to learn more about the business and discuss his strategy.
  • Worked with him to establish clear development objectives and a plan for his first 100 days in the role
  • Attended a team meeting and provided constructive feedback to him
  • Met regularly to discuss progress towards objectives, and remained on call for him to work through issues as needed

Results

  • Our client is focused, has a clear plan for his team and business unit, and has earned the trust of his team members.
  • He feels supported, calm and confident about his plans.
  • He identifies and deals with issues effectively and in a timely fashion.
  • He has seen significant improvements in productivity and communication in his business unit.
  • He has doubled the size of his business.
  • He is in line to be promoted to an even more senior role.


Productivity

Situation

A Partner in a mid-size accounting firm was seen as a tremendous talent but found herself regularly working 14-hour days and still struggling to get everything done. She knew she wasn’t prioritizing her work well, using the time productively, or effectively engaging her team to help her. She was on the verge of burnout and needed to make a change.

Our approach

  • Interviewed our client’s performance manager, and some of her staff and peers, for their insights on her strengths, habits and gaps
  • Administered a Birkman assessment and looked at her calendar and other organization tools
  • Debriefed her and developed coaching objectives
  • Conducted regular coaching meetings to help her prioritize activities, delegate effectively, carve out closed-door time, organize her schedule, and develop techniques to narrow her focus when working

Results

  • She has increased her output.
  • She is happier and more relaxed at work.
  • She is delegating more work to her team, and they are pleased about this.
  • She took her first vacation in two years!


Team Effectiveness

Situation

A team of 10 individuals in an insurance company seemed to be doing “okay” as a group, but had no unified vision, struggled through boring meetings, didn’t tend to share best practices and rarely made decisions as a group. The leader had experimented with various methods to get the team to gel, but nothing seemed to work. He knew that if they could think and work more as a team, they would get more done and produce better work.

Our approach

  • Interviewed his team to assess his strengths and opportunities, and to learn more about the personalities of team members
  • Administered a Birkman and Myers Briggs Type Indicator (MBTI); and spent time with the client learning about the business and discussing his strategy.
  • Worked with the leader to establish clear development objectives and a plan for his first 100 days in the role.
  • Attended a team meeting and provided constructive feedback to leader.
  • Met regularly to discuss progress towards objectives, and we were on call for the client to work through issues.

Results

  • The team has become energized with a new vision and objectives
  • They review their plan regularly and report that they feel more connected to the “big picture” of the business
  • They changed the way they conduct meetings to be shorter, more effective and interesting. Everyone shows up and contributes.
  • They have made many of their best practices standard practice, and their clients have noticed improved service.


Communication

Situation

A technically brilliant Partner in a mid-sized law firm spoke in a quiet monotone, peppered with “ummms”. She did not contribute frequently in client meetings and, when she did, no one could hear her, resulting in difficulty winning new work and building the confidence and earning the trust of clients. Because of this, her staff was reticent to go to her for advice, and some clients had begun to ask for a different Partner to work on their files.

Our approach

  • With our client’s permission, we interviewed peers, performance manager, and staff to obtain insights on her habits, strengths and opportunities for development.
  • Administered the Myers Briggs Type Indicator (MBTI)
  • Debriefed her and developed coaching objectives
  • Conducted regular coaching meetings with her to help her develop techniques to speak more loudly and clearly, to prepare effectively for meetings, and contribute in a helpful and confident manner.

Results

  • She speaks with increased enthusiasm and clarity. Clients have noticed and are pleased with her leadership.
  • Her team has noticed an increase in her confidence level at work, and ask her for guidance and coaching.
  • She has successfully brought in several new contracts and has enjoyed her most profitable year to date.


Business Development

Situation

A group of high-potential associates in a large law firm had excelled in their professional careers because of their excellent work product. However, they required some coaching around building business development (BD) skills and focusing their BD efforts. They did not know how to go about expanding or tapping into their network, how to identify an ideal client, or even how to ask for a referral. In order to continue to move up in their careers, they needed to prove their ability to build a book of business.

Our approach

  • Developed a customized peer coaching group
  • Assessed each of the senior managers to determine the extent and effectiveness of their current BD activities
  • Developed BD objectives customized to each individual and group sessions aligned to the group’s needs
  • Conducted a series of three group sessions to discuss the sales process in a practical manner, led a peer coaching exercise where they discussed actual prospects, and shared helpful techniques and tips
  • Worked with each group member on an individual basis, helping them establish and achieve their own BD objectives

Results

  • The group reached consensus on who their ideal clients were and worked together to pursue them, resulting in three new customers.
  • Group members meet weekly to discuss prospects, barriers, and next steps in the BD process. They share best practices and encourage one another.
  • BD activity has increased significantly, and the group has clinched larger and more frequent deals with a broader client base.
  • Individuals feel more comfortable networking and asking for referrals.
  • Since the close of the program, two members of the group have been promoted and two more are on the list for next year.


Advancement

Situation

Our client hired two direct-entry Partners. One appeared to be integrating well. From the beginning, she had some good solid work, was active in the market, and other Partners brought her to their client meetings.

The other new Partner was struggling. He has not landed any significant work and did not appear to be integrating well with the other Partners in his group. He seemed frustrated with the firm and spent significant time alone in his office.

Our approach

  • Worked with both Partners
  • Assisted the first Partner to create even more of an impact by helping her define her client group and create a plan by using a relationship map of key partners and leaders in the firm
  • Following a similar process (focused BD efforts, created a relationship map of key relationships), spent more time with the second Partner. Also engaged the practice leader in helping him. The Partner, leader and coach met numerous times over the course of a year.

Results

Partner One:

  • She was at a full client book in six months (faster than any other DEP)
  • She was asked to join some national committees and quickly became known as an “up and coming partner” and future leader.

Partner Two:

  • It took a year but the results were excellent. He developed a solid book and made a few deep relationships with some key Partners in other practices. He became more integrated within his own practice and got to know his Partners better.
  • He currently has a plan to further build his relationships internally and externally.

Leadership marquee dot Team Effectiveness marquee dot Business Development marquee dot Productivity marquee dot Communications marquee dot Advancement marquee dot