We equip them with the skills and tools necessary to drive organization-wide performance and support others in achieving more. Read some of our success stories to see how.
An exceptional partner in creating our leadership development strategy and capacity building programs. In the midst of our merger, this work helped to stabilize the organization. It mobilized and aligned leadership action and increased employee engagement.
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Board unanimously says YES?
This new Executive Director wanted a bold new direction for his nonprofit organization. The organization was struggling and needed a change in strategy, a redefined approach to revenue, and a shift in work focus. But to do this, the new Director needed his Board on board. He knew success hinged on joint action planning and finding a solution together in partnership. But he also knew that alignment on the Board had been difficult in the past and many Board members were skeptical of a shift in direction.
We started by coaching the new Director and Board Chairman one-on-one. We put on our best thinking caps and collaborated to design an innovative approach to their quarterly Board sessions that would drive alignment and shared action. We developed and facilitated the sessions, emphasizing leadership through common vision and helping them to collaborate and develop a new strategic plan. This meant making sure real issues didn’t go underground; we supported them in having authentic conversations that built cohesion and clarity.
This Director-Board team led its organization into a new era. The new strategic plan articulated a clear, shared view for the organization’s future and went quickly into implementation, instilling alignment and improved performance organization-wide. To this day, the plan has been successful, leading to rapid growth in revenue, organization resources, and impact.
ChangeFusion helped build cohesion toward our strategy without our team fragmenting.
success in the work reported by executive director
Strategic plan unanimously approved by Board
New (controversial) revenue plan adopted by Board
Strategic plan implemented, leading to growth of:
What does it really take to sculpt a leader?
This client needed to grow its leadership bench quickly. It faced a large number of senior leader retirements and it wanted to make sure the organization had continuity (and an increase) in leadership expertise. Its future leaders would need to tackle an increasingly complex external environment and a rapidly changing workforce. To get this high-caliber leadership cadre ready, it needed a hard-hitting training with the latest in leadership theory, science, and application.
We partnered with this client to design and run a yearlong leadership development program. We infused the content with our unique approach to leadership, focusing on executive presence, the ability to build and influence relationships, and leadership actions to set direction and lead change with clear vision. To give the program an extra edge, we included one-on-one coaching, personal vision videos, 360 assessments, and the latest science on leadership effectiveness.
Over the course of the year, we watched these voracious learners transform into skilled (and still voracious) leaders. The program created a tight-knit leadership community determined to take its agency into the future with a vision and a plan. These leaders are working collectively to overcome significant strategic challenges and achieve new results. Needless to say, this client’s bench is now strong and deep.
overall program effectiveness
program quality
facilitator effectiveness
Three months and a 360 leadership mirror…
This division in a federal agency had an influx of new leaders it wanted to see succeed. To do this, the client wanted each leader to have a customized development plan that honed in on individual areas for greater leadership growth and impact. This meant 20 executive leaders would need to go through a comprehensive 360 process, complete with individual action planning and one-on-one coaching. And it all needed to happen in only three months.
Three months? No problem. We partnered with this client to design and implement a custom 360 experience that would get its leaders high-impact feedback in a short period of time. We held a project kick-off with senior division leaders and the 20 participants to help them understand the process and its goals. From there, we administered our custom LI-360 and, through extensive one-on-one coaching, supported and challenged each leader to become his or her best through facing blind spots and developing new strengths.
This project was a high-impact three-month sprint. 20 leaders went into our “360 mirror” and emerged with a new understanding of their impact and the skills they needed to succeed. Armed with personalized development plans and a suite of support resources, they embarked with gusto on their new leadership journeys. They’re the cream of the crop.
ChangeFusion made the process easy and their coaches were extremely effective.
of participants created development plans
of participants agreed that the process was valuable
How to survive reorganization…
Reorganizations are rarely fun. Especially when you’re the new senior IT executive at a large, global corporation and your industry is changing rapidly. This leader wanted to meet the challenges of his circumstances and redefine his IT leadership team to lead high performance organization wide. To do that, however, he would need to redefine the leadership culture and strategic direction upended by the reorganization. The task would be difficult and complex – why do it all alone?
For over two years we partnered with this VP and his team to guide and facilitate them in creating a new team culture and strategy. We designed and led offsite sessions to articulate a new vision and strategic priorities; after that success we continued providing support as they aligned operating processes and principles to their desired end-state. Throughout the entire journey, we also supported them in examining and shifting their group dynamics to overcome internal resistance and inertia to change (aka: complaints, fears, and the power of the status quo).
This VP and his team went from survive to thrive in an impressive way. Team members developed a deep commitment to their new goals, strategic direction, and each other. They met the challenges in their environment and managed to go above and beyond by improving productivity and customer relationships. Needless to say, results skyrocketed.
I am always amazed at how much we are able to accomplish through this process; over time we have evolved into a much more effective leadership team and organization.
of leaders actively developing and executing goals and culture change
agree that team cohesion increased significantly
of leaders committed to the new vision, including culture and role changes
How to lead a group that speaks with many voices…
This new executive was appointed to lead a prominent division in his organization. It was an exciting mandate, but certainly not an easy one. The division had recently undergone significant and complex change; its different parts were fragmented, under pressure, and working at a non-stop pace (often in different directions). Furthermore, the executive’s inherited senior leadership team was a collective of extremely talented individuals, but they thought and acted like individuals, siloed in their thinking and stilted in their collaboration.
We partnered with this client and brought our expertise in leadership, teams, and strategy to the table. We began by seeking to understand the senior leadership team’s current patterns and broader context within its division and organization. Through focus groups and interviews we developed a strong picture of the strategic challenges the team faced (collectively and individually). Using this information, we partnered with the new executive to engage his team in building shared division goals, values, and strategic priorities. In addition to working at the strategy level, we worked on the team’s relationships and culture; coaching each of the leaders to see beyond their individual, day-to-day interests and operate at a broader and more strategic group level.
Today the new executive and his team work cohesively to tackle division-wide issues and achieve shared priorities, instead of competing to advance individual goals within their silos. When conflict does emerge, the team is able to address it together and return to collaborating as trusted thinking partners and colleagues.
Improved team effectiveness through:
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