Facing the myriad challenges in today's health-care environment (costs rising faster than funding, an aging population, sicker patients with more complex cases, increasing technological complexity, etc.), the COO was about to reorganize.

We identified the fundamental issue that needed to be addressed, regardless of reorganization, and worked with the COO and his team to lay out a road map for navigating the transition in front of them.

It sure didn't happen overnight, but people are more engaged in addressing the issues and challenges facing the organization. We not only solved problems, but developed initiatives that take performance to a new level. One bottom-line example: a $10-million cost reduction, handled with relative ease (never easy), shifted how the hospital makes longer-term, cross-functional financial decisions.

"The hospital was in chaos. It appeared to be going 100 mph and was going nowhere. We reorganized, displacing 18 union people, and described our plan for listening to our employees and investing more in developing leadership at all levels. The union sent us a letter saying it was the most respectful thing we've ever done.
I was highly, highly skeptical two years ago. I thought that this approach was quite soft yet it has made more of a change to me and my organization than anything I've done in 25 years, including an MBA. Other approaches, on the face of it, seem quite shallow."

M. McMillan, Chief Operating Officer
Northern Health

The founders stepped back from their senior leadership roles yet stayed in the company. This left three senior project managers, with no experience running a company, to take over as the new leadership team.

We worked with the new team to help them get on their feet and lead the organization. Established a new level of management reporting to this team. Integrated developmental sessions and coaching for both groups, as required.

In 8 years: the company doubled revenue, maintained margins, doubled its capacity to manage multiple major projects simultaneously, and established a significant presence in new markets.

"We grabbed the wheel and convinced ourselves we could do what was done before us — and more. You provided clear insights that build on our strengths to become much more effective leaders and an avenue into what will develop me personally and take the organization to the next level. You get at what will really make a difference while others are much more transactional ("Here's a trick, go use it.")

Darryl Matson, Vice President
Buckland & Taylor, Bridge Engineering

A sour-gas processing plant on the edge of Calgary faced permanent closure due to age and diminishing supply. The challenge: to operate the plant safely for the next year and then safely shut it down, while keeping employees engaged and the surrounding community safe.

We engaged the leadership team in identifying how a safe shutdown could mark a major milestone in their career. We developed leadership foresight and resilience that helped them see a future beyond their current circumstances. They then courageously brought this leadership to the organization around them.

With only a few months left, all is well. Safety and production records are unblemished, key employees are still engaged, and the leadership team members are excited about what the future holds for them.

Our leadership team was in a development stage when plant closure became imminent. Other programs didn’t fit for a project-based shut down culture that required increased employee trust, interest and engagement during a period of personal and business uncertainties.

The focus on a developmental theme for accomplishing the project and for personal development was an excellent fit for our situation. It not only helped us meet our business goals but strengthened leadership at all levels within the organization.

The remarkable effect was a highly motivated group of employees who left the facility with a sense of pride and accomplishment taking with them a new level of personal leadership. After 30 years in the management business it sure worked for me!

Bob Simpson, GM Operations

With the announcement of the closure of the facility, the majority of the staff were in disbelief. By developing and identifying each leader’s strengths we brought the staff full circle. They are fully engaged with shutting the plant down in a safe and efficient manner. They will leave with their heads held high, knowing they have been a big part in the successful closure.

Carl Lehner, Manager Operations

Our engagement with Larry was both extremely timely and helpful during the very trying period following the announcement of our Plant closure. It enabled our team to continuously stay aligned, plan our new strategies and to intelligently keep the employees engaged; accepting of the changes that lay ahead in all of our careers. It not only improved our management and team strategies, it was a great benefit on a personal level.

David Allen, E/I Maintenance Foreman

Continue to develop internationally recognized, leading-edge programs despite cut-backs in public funding.

We helped the Director identify the need for more strategic leadership and less hands-on management; developed the senior leaders in their transition from trying to meeting the needs of everyone to strategically focusing resources on program development, outcomes and leading edge research.

Enhanced relationships with staff and volunteers to produce more collaboration with each other, outside agencies, researchers and potential volunteers. Designed and implemented more integrated and innovative program development. Leadership and staff are more direct and results-focused.

"We've become more discerning about activities we need to take on and more focused on accomplishing the leadership direction we have set for ourselves".

Mary Anne Ostapovitch, Program Director
Association for the Rehabilitation of the Brain Injured