Company XYZ is a leading manufacturer of building materials for the construction and remodeling industries. Their products are used in everything from major commercial developments and residential housing to simple home improvement projects. As a $3 billion, 14,000 employee, Fortune 500 company, XYZ is a joint compound producer and has a vast array of related construction products. Their brands are recognized around the world.

In the 1990’s XYZ underwent two organizational restructurings, At the same time, the Corporation experienced rapid growth. This accelerated the career movement of some employees, putting them in more responsible jobs earlier in their careers. For others, unstructured development results in following in the footsteps of previously successful managers. These situations, linked to restricted hiring during the financial crisis early in the 90’s had left them short of skilled managers ready to accept leadership roles within the organization.

1. To re-engage senior and high-potential managers in their own development and


2. To impact their ability to influence and lead others without authority. The result: A customized program entitled Influential Leadership that addressed the following objectives:

Assessment

BST interviewed each of the executives to determine their current outlook, specific business challenges, and to begin developing an individual learning direction. In addition, each manager filled-out an online management survey that benchmarked their managerial/communication style.

Customized Influence Model
Based on interviews, Business Success Teams designed a customized 5 step model for influential leadership that synthesized Neuro-Linguistic Programming, the central principles of persuasion and the DISC behavioral styles model with the company’s specific leadership challenges.

Action Learning Modules
Leaders identified their “top priority” business challenges and developed their own concrete 45-day action plan with comprehensive accountability for putting their newly acquired influence skills to practice with key clients, partners, internal customers, and senior executives.

Follow-up One-On-One Leadership Coaching
75% of participating executives/managers elected to take advantage of the follow-up coaching to support the integration of new skills as well addressing specific real-time management challenges.

Examples of specific projects include:

Vice President, Engineering Services

Business Issue: Capital Project Cost negotiations with VP of Manufacturing, refining planning process,
Leadership Issue: facilitating collaboration: being able to facilitate constructive dialogue that increase mutual ownership of the project; Developing negotiations skills. RESULTS: less defensiveness, finger-pointing, improved relations between them, saved time, reduced time it took to come to alignment, while increasing manufacturing’s ownership level in plant modifications.

Plant Manager

Business Issue: Securing capital authorization for plant expansion
Leadership Issue: increase collaboration skills, more comfortable in networking internally. RESULTS: Pushed capital authorization through in half of the time due to collaborative approach learned in workshop.

Vice President of Manufacturing

Business Issue: Performance reviews with plant managers – especially with under-performing plant managers – (1/2M/year)
Leadership Issue: developed a coaching approach to performance appraisals. Implemented an ongoing (vs. only once a year) review/coaching process that empowers plant managers. Reviewed, redesigned and scheduled site visits that encouraged proactive management vs. reactive management.