See how companies have achieved more with my training

Manufacturing:

Micromold Products, Inc. - Yonkers, NY (25 employees)

Situation:
A manufacturing firm with approximately 25 employees was interested in increasing sales with a more focused effort on direct outside sales. It was found that the internal work environment was in a negative, toxic state that would not support the effort.

Methodology:
We focused on building a more cohesive, collaborative leadership team, and helping the company owner/CEO to step up to lead his team more effectively. There was a lot of baggage and history that we needed to work through that required numerous facilitated group conversations as well as one-on-one coaching throughout the year.

Results:
There are now seven members of the company's leadership team that all have quarterly developmental goals for their specific roles and also for personal development and growth. The team is communicating better than ever and collaborating on growing the company. They've begun developing secondary leadership from among the machine shop production team.

Business Technical Services:

Utility Survey Corp. - Washingtonvile, NY - 8 employees

Situation:
Insubordinate long-term employees putting the company at risk with their behavior on job sites. Mutual negative feelings between key staff technicians and their boss, the company owner. This created a high-stress, low productivity work environment with reducing revenues and poor cash flow.

Methodology:
Implemented Playbooks 1, 2 & 3 of the Your Championship Company Game Plan starting with Playbook 1. We engaged the staff in conversations to understand their view of the situation and offered them the opportunity improve the work environment by sharing candid feedback for the owner.

Based on the staff feedback we decided to put in play an additional playbook. This is unique and available to only certain types of situations in which the business owner is open to creating a company of employees who are truly engaged in helping the company generate even greater profits and cash flow.

It’s called, The Great Game of Business. The concept around The Great Game of Business brings financial transparency to the workplace and teaches business financial literacy so that all team members understand the financial situation and how the company makes money and pays their salaries and benefits. Without adding this playbook, the results would have been minimal instead of transformational.

We also put in a process for raising fees which were below competitors in the market while accelerating cash-flow requiring deposits for booking service dates and offering credit cards as a payment option. We 'gamified' marketing efforts engaging all team members in bringing in referrals from job sites. Monthly meetings were implemented so everyone on the staff were kept current with the companies financial performance.

Results:
Technician staff stepped up to contribute to help grow the company by aggressively bringing in referrals from their job sites. Communication between team members and company owners significantly improved creating a collaborative work environment with all employees, except one, who started the program remaining with the company five years later with revenues up 51% and the company's "Championship Game Vision" of becoming a "Million Dollar" company achieved.

Employees shared in the success by receiving significant year-end bonuses, as well as incremental bonuses along the way to keep the “game” fresh and inspiring. But all bonuses incremental and year-end were based on measurable productivity and overall profitability of the company.

The difference in this Great Game of Business approach is that all employees understood their contribution to the bottom line results, knew how their bonus was calculated, and knew that for those levels to be sustained overall business performance at those levels had to be sustained in future years. This approach eliminates the entitlement mindset so many business owners experience.

Interact Marketing, Inc.

Situation:
The company was in a growth mode struggling with employee commitment and having department managers fulfilling their role and responsibilities consistently. The firm's principal wanted to develop systems and processes that would help in hiring more of the right people and to identify the company's future leaders.

Methodology:
The project incorporated Playbooks 1, 2 & 3 in Your Championship Company Game Plan. As with most every project, this began with the Playbook 1 Culture Assessment. We interviewed all team members to get feedback on the company principal and the general feeling about the company culture. From there we moved to Playbook 2, working with company leadership to create the firm's Championship Game Vision & Strategy.

Once that was in place we incorporated Playbook 3, Championship Personnel and Performance Management to engage team members in assessing their strengths and opportunities for their role and set goals for each. We then coached company leaders on implementing regular formal and informal performance conversation dialogues to create a collaborative environment. Implementing Playbook 3 led to individual and organizational momentum and the foundation for the growth the company principal was looking to achieve.

Results:
The company has experienced consistent growth while transitioning almost 100% of its personnel since the project began. The new hiring process ensured that each new team member was much more aligned with the desired company strategy, mission, and values. When we began the project the company was struggling to find team members ready, willing, and able to step up into leadership roles. Now, it has a solid leadership team the firm's principal can trust. Within 18 months revenues and profits were up, productivity was better than ever, and the project has provided the company with an 8-10 times ROI on the original project investment.