Case Studies/Testimonials

Situation
Shortly before the COVID19 pandemic, a hospital in Nevada needed a strategic and structured leadership development program
for their senior leaders. With the onset of the global lockdown, employees were feeling added stress and uncertainty, not to mention the challenges presented by new safety protocols. In addition, at the start of the program a new CEO was announced and transitioned into the organization.

Solution
Participants were administered and debriefed on several TTI Success Insights research-backed assessments. The program also included skill development based on 27 competencies of The Complete Leader.  Afterwards, the group presented to the larger group as application of their learning. In addition, the TCL team facilitated coaching at different levels: one-on-one coaching, group coaching, full-day training, and peer accountability coaching.

Results
The leaders learned how to utilize assessment results to thoughtfully manage their direct reports, parlaying this deeper understanding into more effective techniques and strategies for building strong relationships and getting more done. They defined where they wanted to go as expert leaders and how to continue developing their careers.
 

Read the complete case study here

By TTI Success Insights^®, Zack Colick

Situation
In early 2012, a Maine-based hospital was “on a skid” and in the red $2.5 million.

Many employees at the underperforming, 1,700-employee Pen Bay Healthcare Medical Center in Rockport, Maine, said they had been working under strained relationships, where there was often disconnect between them and supervisors.

Solution
Wade Johnson, who served as president and CEO of the hospital from January 2012 to April 2014, stepped in to develop new workplace engagement and job fit strategies based off TTI Success Insights’ TriMetrix HD and job benchmarking solutions. His goal was to increase employee morale and executive leadership, thereby addressing the hospital’s rising deficit.

Results
One year after implementing these strategies, Pen Bay turned a profit of about $4.5 million, according to Johnson, who worked closely with Value Added Associates Ron Price of Price Associates and Whit Mitchell of Working InSync in the turnaround process.

Read the complete case study here

Jim had had a full career in the military, performing life-saving work under strenuous circumstances. When he transitioned to a civilian profession, his work satisfaction was low. He enjoyed his job as a department leader, but his heart wasn’t in it—he felt like his purpose had already been lived out in the military.

Changing Perspective
Jim worked with his TCL coach to develop a revised perspective of the work he was doing. He realized that his management role, while not lifesaving, was focused on providing a higher quality of life for patients. This shift completely transformed the way he viewed his work. It also provided him the opportunity to reflect on his role in the company as a whole.

Results
When Jim’s company experienced significant change, he was able to take his newfound perspective and emerge as a leader in change management, helping his department through the transition. Not only that, but at the end of the program, he rated his job satisfaction at a 9 (versus a 2 when he started the program).  

Beth, a middle manager at a tech company, was experiencing regular frustration at work. Communicating the needs of her team to upper management was becoming increasingly impossible. The expectations of upper management were difficult to execute, and not always the best thing for her team. She felt torn between being a manager and doing what the company was asking her to do.

TriMetrix® HD as a Tool
After taking the DISC and Driving Forces assessments during TCL and being debriefed on her profile and that of her colleagues, Beth gained a whole new understanding of work preferences, behaviors and communication styles. This new understanding transformed her work life. She realized she could use DISC insights to manage up, as well as down.

Results
By changing her communication approach, Beth made her voice stronger, and was able to take employee concerns and needs to upper management with successful outcomes.

Peter was a mid-level manager who did not feel connected to his team. He met with them only occasionally and couldn’t adequately report what they were working on. Because of this, he took on more work himself, which made it more difficult to find the time to manage his people. He also didn’t feel completely confident in his leadership style, and reported a low engagement score at work.

Meaningful Meetings
During the TCL program, Peter took the TriMetrix® HD assessment, which gave him a clearer picture of his strengths and his unique management style. He was able to see the value in his thought process and how that applied to success on his team. With the help of his TCL coach, he created an engagement plan to connect with his employees. He started meeting with them on a regular basis and with a predetermined agenda.

Results
Peter realized that by devoting time to each employee, he could make a major difference in how the team worked together—and in the productivity of his employees. Not only that, but once he created a clear vision with each person, the employees reported higher engagement and improved team building. And Peter’s workload decreased. Due to his enhanced management abilities, he received a promotion that included another region.

Diane had worked at the same company for many years. During that time she hadn’t always felt confident that upper management was hearing her voice on important issues. She learned that lay-offs were scheduled, and she was being forced to eliminate some of her strongest talent. She disagreed with this business move and decided to meet with upper management about it.

A Message the Manager Will Hear
During her TCL leadership training, she had taken the DISC assessment, and had really started to apply the results to her communication. Using this new skill, Diane was able to determine how to present her case so that her manager would hear her points—and care about them. It was her first disagreement with her boss, and she planned to keep it very logical and factual. She used her manager’s preferred communications style, and by the end of the meeting he was eager to hear her solutions for the problems the company was facing.

Results
Diane’s improved communication style and recognition by upper management has resulted in her taking on more responsibility, receiving a promotion, and increasing her influence across the company, even reaching to other office locations after a restructure.

Summer struggled with time management. She was constantly getting behind on the administrative portion of her job. She was weighed down by the backlog of work and began to take shortcuts, which sometimes made the work harder to accomplish.

Realistic Scheduling
Her TCL coach helped Summer get a broader perspective of why time management was getting the best of her, and together they created a plan to reduce the backlog. They also devised a blueprint for the future, considering all of the variables that typically knocked her off course. This allowed her to schedule realistically, instead of letting optimism leave her prepared for only the best-case scenario.

Results
Summer was able to get completely caught up on administrative work. She used her new time management skills to recognize obstacles and plan for them before they occurred, allowing her to continue to keep up with the work. She now reports feeling more empowered and has much better life/work balance, saying, "Everyone should have a coach!”

Darren had an employee who felt he was ready for a promotion. Darren felt otherwise, but still wanted to keep the high-performing employee engaged in his work. He was struggling with keeping the employee working at his best, while managing expectations.

Using GAP Analysis
Darren’s TCL coach suggested that the employee take a GAP Analysis, measuring the needs of the job he wanted compared to the skills he currently possessed. The results opened the doors to two-way communication between Darren and his employee, aligning their expectations.

Results
Darren was able to motivate his employee to work toward the promotion he wanted, while still performing well in his current position. It gave the employee a deeper understanding of exactly what he needed to do, versus just telling him that he wasn’t ready. The employee felt valued, and had a solid framework for how to achieve his goals.