planning

Equipping a New Team for Success

Situation

A senior leader was named head of a new business unit with significant growth expectations. The leader, while very experienced, was starting from scratch and with a team that was unknown to him.

Intervention

Key team members were identified and data were collected on each through assessments and 360 interviews. The data was reviewed with each key leader individually, gaps were identified, and a draft plan was prepared to present to the team leader. The team leader was also briefed directly on each team member’s assessment results to give a clear picture of how best to lead and support that direct report. Each of the key leaders’ plans were reviewed with the team leader with development goals tied to key strategic outcomes.

Result

The team leader expressed higher confidence in how to best address the future development of direct reports, get individual team members on a plan to effect change in the short term, and interact with them in the most effective way possible. The team has successfully grown the region and their reputation as a preferred partner for large projects.

Synergistic Value Creating Leader

Situation

A senior leader working in a large multinational organization felt that he could be even more effective in his interactions across functions. Many key projects were dependent on the quality of his interactions with key stakeholders, alignment of resources, and meeting key milestones with other groups.

Intervention

Data were collected via assessments and interviews with key stakeholders, direct reports, and the client’s manager, the CMO. Gaps and strengths were identified that informed and suggested behavior strategies to improve synergistic value creation with other business functions. The leader practiced the new strategies and added new ones based on interactions with stakeholders.

Result

Interactions were reported to be much more productive, resulting in effective alignment with other groups to deliver mission-critical projects on time. Direct reports and peers reported the leader was much more effective in interactions, allowing for the creation of more value and synergy between departments. The leader was subsequently given a global role with more opportunity to create value among business units.

Business-04
Business-04

Synergistic Value Creating Leader

Situation

A senior leader working in a large multinational organization felt that he could be even more effective in his interactions across functions. Many key projects were dependent on the quality of his interactions with key stakeholders, alignment of resources, and meeting key milestones with other groups.

Intervention

Data were collected via assessments and interviews with key stakeholders, direct reports, and the client’s manager, the CMO. Gaps and strengths were identified that informed and suggested behavior strategies to improve synergistic value creation with other business functions. The leader practiced the new strategies and added new ones based on interactions with stakeholders.

Result

Interactions were reported to be much more productive, resulting in effective alignment with other groups to deliver mission-critical projects on time. Direct reports and peers reported the leader was much more effective in interactions, allowing for the creation of more value and synergy between departments. The leader was subsequently given a global role with more opportunity to create value among business units.

Business-03

Scaling Operations with New Talent

Situation

A company was growing rapidly and needed to quickly assess potential hires, onboard quickly, and equip relatively new supervisors with skills and tools to effectively manage, develop, and retain the expected increase in workforce. Competition for talent was keen, so they also needed a solution that could help the organization position themselves most attractively to in-demand candidates.

Intervention

A talent management system was put in place that could quickly assess candidate suitability for a variety of key positions. New hiring managers were given tools and training so that they could effectively interview, attract candidates, manage, develop, and retain new talent.

Result

New hiring managers reported more confidence in selecting candidates and knowing how best to bring new talent up to speed quickly. They also reported that they were able to more accurately assess what were key hot buttons for candidates and make sure they were used effectively in the recruitment process.

Get in Touch

gary@GaryCovertConsulting.com

(480) 720-9551

PO Box 51732
Phoenix, Arizona
85076

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