Align Action. Each initiative and leadership behavior must be aligned to avoid wasteful internal competition and fragmentation that can be devastating to tight margins and schedules. At every level of the organization, action plans and achievable, measurable targets must be set and resources allocated to achieve the vision. Aligned action defines, drives, and supports key behaviors to produce results. Additionally, proven processes and technological solutions are allocated and aligned to support these key actions.
|Succession Planning||Leadership Alignment & Development||High Performance Teaming||Cross-Culture Advising|
Align Case Studies
QHow do you ensure success when realigning for growth?
Client Need. Executive leadership change transformed business direction and management style at a global defense contractor.
Solution. Excel Leadership Solutions worked with leadership to plan and implement a significant realignment initiative throughout the organization. We provided coaching to the new executive leader and helped develop the realignment communications plan.
Excel employed a unique approach of exploring paradox to help identify clear action steps and measurable change metrics to develop an implementation plan. Consultants facilitated the change process by involving a representative sample of 50 associates to help identify action steps, communicate the realignment throughout the organization, and identify key areas for change.
Results. Excel Leadership Solutions’ work clarified the company’s direction and set in motion a five-year plan with ownership of the organization at all levels. Our high energy and accelerated approach helped establish the realignment strategy and implement change rapidly with minimal organizational disruption.
QHow do you ensure the senior team is aligned on the strategic direction of the organization?
Client Need. A Belgian senior team, leading a distributed network of sales offices, realized they needed a serious review of the company’s sales and operating models.
Solution. Excel Leadership Solutions worked with the leadership team to define the sales and operating model by helping the team clarify the company mission, vision and three year strategy plan priorities. We then worked with the team and a cross-section of the organization to define structures and processes, and pivotal roles and behaviors necessary to improve integrated planning and execution between home office and sales sites.
Results. The company experienced a 30% increase in qualified sales activity in the field, accelerated and improved involvement in decision making, as well as a markedly increased in leadership engagement with the sales process.
QHow do you transition to leadership and set a new direction for the team while continuing to perform at a high level for your customers?
Client Need. A healthcare organization underwent a senior leader transition accompanied by a new direction and cultural shift.
Solution. The new direction, moving from a parental to a performance culture, was met simultaneously with added pressure on company growth from governmental regulations and patient expectations. Excel Leadership Solutions facilitated a “transition in leadership” process to align expectations of the new leader and leadership team. After individual, confidential interviews with each member of the leadership team, sharing the summary only with senior leaders, consultants facilitated a half-day meeting to share the expectations and create personal commitments. During the meeting, the team also developed an action plan to implement the new, aligned direction.
Results. The leadership team continued to perform at a high level and averted what could have been a 6-12 month loss of productivity due to the alignment of expectations, communication, and work processes.
QHow can your team make better decisions?
Client Need. After 10 years of acquisitions, a 25-year old chain restaurant business realized it was losing control of cost, quality, and associate engagement at the cafe level.
Solution. Excel Leadership Solutions aimed to uncover the foundational issues and help the client define action necessary to get the balance back. We designed an accelerated process to surface paradoxes, the inherent tensions in the current business and operating models, which helped to identify risk indicators and potential opportunities. We also clarified key actions and metrics to leverage the positive aspects of the paradoxes and to mitigate risk.
Results. While the company is still in its first year of implementing these changes, the chain has already demonstrated positive decision-making to better balance centralized and decentralized decision-making, customer and associate needs, as well as short- and long-term planning.