Nordam asked LUC to create a day of teambuilding in specialist training.  Nordam leaders desired to have full buy-in from top to bottom of the organization in the concepts of continuous improvement.

Objective:

Give the people completing the school the skills to integrate continuous improvement into their daily work and develop future leaders 

Challenge:

Participants form a learning network across the boundaries of rank and department.

Solution:

LUC designed a high-energy day to support the goals of the program.  The agenda included instrumented learning through a behavioral style profile to create understanding of the diverse perspectives within the group and to learn to capitalize on collective strengths; activities and ropes course focus designed to practice creative teamwork and demonstrate the impact of using continuous improvement on work processes. 

Results:

After the first 4 years over 65% of graduates had been promoted at least once.  As we moved into Lean Manufacturing and Six Sigma these people formed a core of skilled people for the initial efforts.

A national property management company came to us with multiple challenges. The property managers were constantly bickering, turnover was high, and the corporate office was receiving regular customer service complaints.

Objective:

To improve relationships among the property managers in order to positively impact customer service and turnover.

Challenge:

Poor customer service, turnover measurably impacting profitability.

Solution:

We established a baseline using the Team Effectiveness Questionnaire (TEQ) with measurements in 5 key areas – Direction, Structure, Leadership, Atmosphere, Processes. Their initial “score” was an overall 55% in team effectiveness. We designed and facilitated a team building process that included the use of awareness-building instruments, a high degree of experiential learning via ropes course, group discussions, and action planning. The group became highly engaged in the team building, was able to use the energy and insights from the activities to create a new model for how they would work together.

Results:

Two months later, a post-measurement TEQ indicated a 25% improvement and during interviews the managers expressed commitment and enthusiasm for maintaining the improvements. The general manager reported that customer service complaints and turnover had decreased significantly.

DeSoto Drilling, subsidiary of SWN Energy engaged LUC to create a leadership development process for drilling rig leaders to prove the effectiveness of an “in-house” drilling organization in comparison to the current use of contract drilling organizations.

Challenge:

To identify and develop the leadership potential of men in an industry that traditionally experienced leadership as “command and control.”

Solution:

LU designed and facilitated an effective LD process for participants in heavy industry with little or no previous “people skills” training. R-Squared (the right leader doing the right thing), a series of 4 modules delivered once a month, with homework “practice” between sessions and follow-up tune-up sessions, is a solid success. The modules combine sound methods and models with experiential learning to engage the practical, task centered population.

Results:

The combination of LUC’s leadership development with DDI’s high technical competence has consistently broken production records and exceeded goals each of the 4 years since DDI began.
One of the effects of better leadership is lower turnover and crew members being coached to advance through the ranks to supply the need for a growing organization.

Cherokee Nation Enterprises (CNE) wanted develop a Leadership Academy to prepare their Native Cherokees for leadership positions.  Their other goal was to reduce the number of non-Natives running their businesses.

Objective

Offer a comprehensive training program with models of leadership that guide companies from good to great.

Challenge

Identify and develop high potential natives to preserve their culture and values. 

Solution

We designed initial pilot and rolled out their Academy’s program for three more years. We were engaged in six total CNLDA’S (Cherokee Nation Leadership Academy).  Our role was to kick it off, with ten full days of an intensive, experiential look at leadership.  It was designed to be personal and powerful.  The participants were asked to take a close look in the mirror at their own behaviors, beliefs, and paradigms.   LUC did quarterly follow ups with each of the Academies, after their initial ten day kick off with us; in addition we provided coaching and support for the applicants as they engaged in varying rotations (quarterly rotations) throughout each business entity of the Cherokee Nation, over a year and a half.

Results

Over half of the CNLDA participants remain as an employee within one of the Cherokee Nation business entities.  The success was directly linked to the connection LUC established with the participants.  Their feedback centered mainly that they were armed with models that helped them dramatically.  They also comment on being more aware of the impact they have on others.  Many of them hold positions which boast a responsibility of budget and numerous direct reports.