The greatest problems we will face in corporate America in the next twenty years all surround the area of human resources, in particular, talent and labor. Executives will ignore these challenges at their peril.
—Matthew Kelly, author of The Dream Manager
Here are just a few snapshots of real-life results achieved as a result of clients leveraging the impact of the Elevations methodology:
The Disruptor versus the Dispatcher
State Agency Leadership Training Project
The dispatcher just wanted to be trusted to do her work and to not be interrupted. Her supervisor just wanted to know what she was doing and how she did it. The supervisor asked a lot of questions, explored many options, hovered and monitored. The dispatcher felt picked on, disrupted in her work, frustrated and undermined.
When these two clashed, the effectiveness of the entire work area suffered.
In the process of their journey through the Elevations assessment, coaching and training, the dispatcher discovered that her supervisor was just naturally curious. He had no intention of picking on her and did not realize the stress he was causing. Both individuals learned to appreciate their respective workstyles and needs. The capacity of the dispatcher improved, which impacted the quality of her work and ensured that she performed her potentially life-saving job with maximum efficiency.
As a result of one vastly improved relationship, the functionality of the entire work area soared.
One highly trained veteran employee retained. An entire work area culture enhanced. More capacity and efficiency for salary dollars paid.
“No one appreciates me—or my ideas!”
Large, Private Sector Employer
A Director level employee was deeply dissatisfied with his work. After many years with the organization the Director felt like he was stagnating. He was overlooked for promotions and his innovative ideas went unsupported.
He assumed that his best option was to leave his employer and find a place where he was appreciated.
After completing the Elevations assessment and related coaching, the employee realized that his natural strengths and intrinsic motivations directly conflicted with the culture of the organization. He liked thinking out-of-the-box, taking risks and exploring strategic partnerships that indicated huge revenue potential. His big ideas intimidated his colleagues and senior management. And, truth be told, he was arrogant. He perceived administrative layers as obstacles and looked down on the “bean counters”. Over the course of three months, the employee shifted his focus and began to express his appreciation for his colleagues and support staff. He strategized his communication around innovative projects.
He stayed with the company and is breaking new ground on a daily basis. He has direct support from the CEO for his big thinking and loves his job.
The employer avoided a staggering cost of turnover and loss of institutional knowledge. The company—previously at risk of becoming obsolete—is now positioned much more competitively in the marketplace. The energized, thriving director helps create strategic partnerships that are now generating millions of revenue dollars.
Change, Uncertainty and Resistance
Small, Privately Held Professional Firm
Operations and business departments were changing, big time. New technology. New staff. New reporting structure. The firm’s Administrator was very skeptical, and resistant to the changes. She had ideas that didn’t seem to necessarily align with the future vision of the firm. The professional staff began their own “push-back” of resistance to the Administrator’s requests.
Communication, collaboration and company resilience felt challenged, and strained.
The Elevations methodology highlighted that the Administrator is—by nature— a concrete, no-nonsense organizer with little patience for emotion or teambuilding. This much should have seemed obvious, but it helped the Administrator and her coworkers to see these traits objectively assessed and to realize that her intent was good. The Elevations process also helped the Administrator see that her needs and strengths were dramatically different from those of her colleagues—and equally valuable. She was able to clarify what was truly most important to her and was given a chance to express that to the other members of the firm. The firm administrator now meets less resistance to her requests, gets work done more efficiently and feels far more valued and understood as an individual. An atmosphere of mutual respect and collaboration has been achieved.
Creating a culture of internal trust and collaboration creates the platform for financial growth. The professional firm is poised for expansion.