We speak on a wide variety of topics, but the most common topics are listed below. Contact us if there’s something you want to hear our perspective about.
What to do when you realize your impact on others…
The dilemma is recurring: You realize that despite your most renowned technical skills and capacity, it’s your impact on how others feel that makes a difference. But how do you change how you make others feel? Leaders, managers, and individuals in countless organizations have come to us for support in doing this through building their emotional intelligence. They know that to succeed, they need to harness the power of emotions for positive impact organization-wide.
We designed our two-day course Leading with Emotional Intelligence in response to this dilemma. The course embeds the EQ-i 2.0 emotional intelligence assessment into our unique approach to leadership, which is based in complexity science, organization development, and neuroscience. Using the assessment as a starting point for change, we equip participants to understand how their unique strengths and development areas combine to create their impact and how to use emotional intelligence as a powerful tool for positive change.
Within the first six months of developing this course, we had already graduated two complete classes. Through receiving individualized assessments and going through the course’s deep learning and practical application, participants gained the emotional intelligence skills they needed to maximize their personal impact for positive results and start making others feel good.
Thanks for the thought provoking and intense session. I am walking away with many more leadership options.
program effectiveness
facilitator effectiveness
of participants implementing specific change application plans
What to do when you realize your impact on others…
The dilemma is recurring: You realize that despite your most renowned technical skills and capacity, it’s your impact on how others feel that makes a difference. But how do you change how you make others feel? Leaders, managers, and individuals in countless organizations have come to us for support in doing this through building their emotional intelligence. They know that to succeed, they need to harness the power of emotions for positive impact organization-wide.
We designed our two-day course Leading with Emotional Intelligence in response to this dilemma. The course embeds the EQ-i 2.0 emotional intelligence assessment into our unique approach to leadership, which is based in complexity science, organization development, and neuroscience. Using the assessment as a starting point for change, we equip participants to how their unique strengths and development areas combine to create their impact and how to use emotional intelligence as a powerful tool for positive change.
Within the first six months of developing this course, we had already graduated two complete classes. Through receiving individualized assessments and going through the course’s deep learning and practical application, participants gained the emotional intelligence skills they needed to maximize their personal impact for positive results and start making others feel good.
Thanks for the thought provoking and intense session. I am walking away with many more leadership options.
program effectiveness
facilitator effectiveness
of participants implementing specific change application plans
How to get polarized perspectives to see a unified vision…
This executive director faced a shifting external environment and an organization ripe for change. The opportunity to capitalize on changing dynamics was tremendous, but the barrier to doing so felt the same: the organization’s Board was fragmented and polarized around vastly different positions. The executive director needed everyone unified behind a new approach for it to be successful, and even then, he knew the group historically stalled at commitment and decision-making. He knew his answer: a strong and savvy strategy for success. The path to get there was less certain.
We partnered with this executive to pave a strategic and unified path forward. We began by interviewing Board members individually to assess their readiness for change and surface their individual views on different strategic approaches. Using this information we designed and facilitated multiple offsite sessions to engage the group in building a strategic plan and implementation approach. Working in partnership with the executive director, we made sure the sessions allowed for balanced participation, not weighing too much towards any one pole or vocal participant.
With our support, the Board established new principles to guide its decision-making and successfully developed, adopted, and implemented a unified strategic plan. The executive director reported that the Board overcame difficult decisions that had stalled its progress and action in the past. The Board members themselves told us that the process itself gave them new energy and confidence in their capacity and the organization’s new direction.
I always call in ChangeFusion when the stakes are high and views are divergent. They find ways to help us map out common ground and build commitment to our actions.
How to connect and amplify the voice of change…
This client wanted to change its culture. But change was not well received and often met with strong resistance. Still, there was a big need to build more innovation, partnerships, engagement, and agility. Where was the leadership on this question you ask? Mixed and skeptical. Further down the hierarchy were key influencers who were willing and ready to roll up their sleeves and get started.
In partnership with our client, we brought together these contacts and created a group of change agents ready to work on moving the culture. We gave them theory and tools. We provided them moral, psychological, and physical support. We worked beside them to effectively connect the dots of their passion and approach and bring all levels of leadership on board.
Working with this change agent team helped usher in a new era. These change champions surfaced the real concerns that needed to be addressed for change to be successful. With their input and our collaboration, the organization’s new and evolving culture is building momentum.
increased hope that change is possible
completion of divisional plans to diffuse the change
How to build consistency at all levels of leadership…
Over and over again, this organization heard from its employees that leaders were being consistently inconsistent. Data from surveys and focus groups confirmed this and revealed how widely standards across the organization for everything from performance management to meeting frequency varied. Leaders themselves knew it was a problem. They described how difficult it was to stay on the same page when they were never given a common book to start with. One group of directors and senior leaders took initiative to come together and reach out for support. They told us simply and bluntly, “We need consistency.”
We partnered with the executive team to develop a very clear picture of the outcomes they wanted and the changes that would make the biggest difference. Through an iterative series of monthly conversations, one-on-one coaching, quarterly meetings, and the first ever leadership conference, we supported the group in developing a set of six leadership principles to shape and guide a common understanding of what it means to be a manager or leader in their organization. Starting with this common page, we worked with the steering committee to design a customized version of our leadership development program that emphasized consistency through conversations and gave participants the tools and techniques necessary to set standard expectations.
With our support, this organization formally agreed to a consistent set of leadership expectations and is currently in the process of embedding these principles into its performance management system. Moreover, the leadership development program, which was rolled out to all leaders and managers, was a huge success and equipped participants with the skills necessary to apply a consistent approach. The program is now being considered for integration into an organization-wide onboarding program.
Through [ChangeFusion’s] flexible approach and expertise in their field, they have enabled us to realize results we have not been able to make happen in over 10 years.
New policy bringing massive change? We’ve got your back.
This federal agency was stuck. They had a long-standing, well-worn system deemed ineffective that cost millions in leader and manager time. It was time for change, but this would mean a seismic shift in mindset and behavior across all levels and geographic locations. We’re talking technology overhaul, process redesign, AND culture change. The client pulled together a strategic steering committee to help design the change from conception to rollout, but the load was huge and they needed additional expertise to surface, understand, and implement the best path forward.
In collaboration with the steering committee, we led the design and facilitation of a two-step change rollout. First step? Establish a common basis of knowledge in the organization about the change. Solution: organization-wide eLearning (which everyone was required to take). Second step? Surface the REAL questions people had about the change and get them REALLY implementing it (aka, engage their hands, not just their heads). Solution: a series of awareness and training sessions that went deeper into the change and allowed people to start practicing the new skills they needed to be successful.
Through this two-step approach we partnered with this client to establish shared understanding across the organization and bring over 200 leaders through our customized awareness sessions. This change was a BIG transition.
I had 100% confidence in the consultants; they approached the project collaboratively and jumped in to really understand our business, the complexity of the project, and then develop solutions that really supported our work.
of participants ready to use the new system after training
of participants valued rollout sessions
of teams using the new process six months post rollout
How to differentiate and engage talent like a pro…
This firm needed a savvy, new process to differentiate and engage talent (read: to establish better ongoing feedback and smarter bonuses). An internal focus on employee engagement and an external pinch from a changing workforce and budget constraints meant a new lens on performance was a must. But this client wasn’t sure where to begin. Any change would run counter-current to existing practices and failure wasn’t an option. The result: uncertainty, anxiety, and a clear request for help.
We entered the picture and worked with this client to find a practical, new approach. Through one-on-one meetings with executives and managers we heard what people were looking for and designed a calibration system to differentiate with ease and objectivity. We built strong relationships with senior leaders (via empathy and challenging them to be their best) and partnered with them to facilitate team differentiation sessions. We brought the same approach into our facilitation of unit calibration meetings, where we equipped managers to navigate the new approach, diffuse tension, and differentiate effectively.
This work was completed on a timeline the client didn’t believe to be possible and the new approach gained almost immediate success and credibility. Within a short period of time, leaders and managers started thinking more critically about how to differentiate and talk talent.
agreed the project shifted leadership conversations about talent
project success as deemed by client
Sometimes the best conversations have over 200 people…
The leaders of Special Olympics wanted a clear vision for the future and a solid plan to get there. But with a small head office leading a 200+ volunteer organization, they knew the only way to succeed would be to involve everyone. The only way to do that was through the annual meeting. Would it be possible to engage over 200 people in meaningful, action-oriented conversation? This client worried it was an impossible feat.
Not so fast! Our facilitators (experts at large group facilitation) jumped at the opportunity to face the challenge head on and support this organization. We designed and facilitated a half-day experience for the entire group (yes, 200+ people) to uncover their desired future. Through interactive experiences, small group dialogue, and creative visualization techniques, everyone’s voice was heard and integrated into a new, big-picture vision.
The meeting was a huge success, but the clear next step in the process was to get everyone’s input on the strategy the leadership team developed to achieve the vision. A year later, at the next annual meeting, we brought our expertise again and facilitated another highly interactive process to get everyone’s input (yes, still 200+ people).
This client’s commitment to its new vision blew us away. They gave us passion, determination, and creativity through the entire process (and yes, a few tears of gratitude too). They poured their energy into the new strategy and used the high level of organization-wide commitment from the meetings to start achieving their goals. One day at a time, each person committed and began contributing.
Thanks for your amazing facilitation. We’ve got a clear vision the whole organization is committed to that will sustain us into the future.
progress made on all strategic goals
report the vision is coming to life
What to do when your business environment is constantly changing…
Today’s business environment is inherently uncertain and unpredictable. While many organizations are struggling to keep up with the pace of change and instability, many organizations are converting this uncertainty into opportunity and growth. These are the organizations that succeed and pave the way into the future. At their helm: leaders and change agents implementing new approaches to navigate and influence the pace of change. The question we keep hearing from leaders around the globe in different industries is: “How can I do this too?”
Our three-day course Leading Change in Complex Times is the answer to this question. We designed the course using the latest research in complexity science, leadership, and organization development. Participants go through deep learning and real-world, practical application. Using our proprietary Change Dials ™ we teach them a specific process to navigate change and give them the skills and tools they need to create organization-wide patterns of innovation, collaboration, and agility.
Using this approach, we have worked with over 250 leaders to build their capacity to influence and navigate change. This course is one of our most popular training offerings and has brought us around the world to teach in places like the United Kingdom and Singapore (to name a few). Our unique approach to change has also led us to publish peer-reviewed articles and present to colleagues in our field at national and international conferences. Why not see what the buzz is all about?
quality of session
facilitator effectiveness
of participants agree they have an entirely new way to think about and lead change
A merger, 1800+ leaders, and a new culture…
A new CEO took the helm at this global corporation as it launched into an organization-wide change. The goal? To transform the company to be more customer-focused, agile, collaborative, and profitable. One of the key ingredients? A massive merger. Given the corporation’s size and geographic spread, the CEO knew his leaders (new and existing) would need support in understanding and implementing the change.
We brought our expertise in leadership and culture change to develop a series of senior leader trainings to support the merger and desired shift in culture. Our trainers facilitated over 125 deliveries of three, two-day training modules packed with experiential exercises, application-ready tools, deep thinking, and insight.
Over 1,800 leaders completed the program and emerged with new skills in leading change and collaborating across a global organization. They successfully began to model the new corporate culture and lead change across their diverse teams.
Thanks for the thought provoking and intense session. I am walking away with many more leadership options.
quality of program
facilitator effectiveness
How to harness the power of diverse perspectives during change…
Fact: change is hard. This client was faced with one of the foremost challenges that make change hard: involving and reflecting a large number of diverse views. This organization was going through an enormous culture change requiring a shift in well-worn patterns, long-standing norms, and years of familiar narratives about what things were really about. All of these factors were making it exceedingly difficult for the organization to embrace change (much less commit to it). This client needed a tipping factor for positive engagement and involvement, but wasn’t sure what or how.
We partnered with the senior leaders responsible for shepherding the change to design a solution. We knew the organization needed a strong group of influential change agents to “tip” the organization and that the pre-existing silos around divisions were hindering system-wide efforts. Working in partnership, we designed and stood up a cross-divisional team of change agents to support the change strategy and act as change champions in their respective divisions. Using our unique approach to create high-performing teams, we supported the change team in establishing clear goals, processes, and strategies to use their divisions’ diverse perspectives to support the change and engage others in implementing it.
Tipping point reached! This cross-divisional group became a powerful voice and advocate for change in the organization. It helped surface and speak to employees’ real concerns and bring together diverse views in a way that supported the broader culture change instead of hindering it.
of change champions:
What to do when your old patterns are unhelpful and deeply knotted…
This organization had four hard-working teams that delivered results consistently, but often at the cost at individual team members and relationships. Although the teams were dedicated to external customer satisfaction and high performance, internally they were knotted with mistrust, silos, and inefficiencies. Their patterns were so entrenched that they were beginning to forget internal collaboration was even a realistic possibility. Something had to change.
We partnered with this organization to equip the teams with the skills they needed to achieve something more. We coached the team leaders one-on-one and brought together the intact teams to discuss their collective challenges within the context of individual needs, hopes, and goals. Working together, the teams built shared visions for the future that encompassed both strategic and individual needs, and established new norms of cross-divisional work to encourage broader collaboration. Within this strategic envisioning, we also worked with the teams on their relationships and group dynamics, helping them rebuild trust and follow through on their commitments to each other.
These teams started skeptical and frustrated, but quickly became energized and hopeful. Over the course of our work, an increasing number of team members became active participants in leading the positive change in work processes and culture. They put their new skills and shared vision into action, increasing role clarity, process efficiency, and overall team productivity. With the knots of the past smoothed out, these teams (already top performers in the eyes of their customers) started achieving even more.
of team members agreed team role clarity improved and change was possible
of team members committed to the new team vision
of team members agreed processes became more efficient
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 team cohesion increased significantly
of leaders committed to the new vision, including culture and role changes
New leader, existing team, new results? Yes please.
Picture this: it’s your first day on the job as VP of human resources for a large, nonprofit organization. You’re facing a renewed focus from senior leadership on your team’s work, a mandate to create a “customer service culture” (whatever that is), and a new emphasis on stakeholder engagement. Oh, and don’t forget to deliver on existing projects too. Easy, right? This VP knew that in order to be successful, he needed to integrate smoothly with his new team and help them all work cohesively quickly.
Inspired by this leader’s commitment to results and his team, we rose to the task. We facilitated the team in defining its strategic priorities with one voice and then established a collaborative approach to creating shared roles that replaced old patterns of toe-stepping and backbiting. From there, we were able to support a makeover of the team’s processes. We worked hand-in-hand to design a customized project management approach that helped the team focus on strategic priorities without letting day-to-day work fall through the cracks. To top it all off, we also facilitated team sessions that supported the group in understanding their dynamics and bringing a new culture to life.
This team and its leader have achieved breakthrough results. With just a little equipping from us, they defined a shared vision for success and aligned their new processes and systems to achieve it. They rose to the challenge of their strategic mandate and now have a greater degree of trust, cohesion, and credibility.
Team values and rules of engagement aligned
Team adopted a consistent approach to client and project work
of teams agreed that clarity of goals and cohesion in processes increased
How do you really make organization values matter?
This client wanted to bring its new values to life fully at all levels of the organization. But a comprehensive employee survey and other research revealed a big disconnect in how people were thinking about the values. Senior leadership was on one page and employees were on another. The result? Inconsistent behavior and values that guided no one anywhere. Despite the ideals behind the change, the values were struggling to trump painful stories of the past and echoes of unfair treatment and mistrust between levels. Everyone was frustrated and many were skeptical.
In partnership with the Executive Leadership Team, we designed a three-phase process to build awareness, capability and commitment to live the values each day. The process hinged on engaging employees at all levels. We recommended and established a cross-divisional group of formal and informal leaders (employees and managers) to do this and strengthen action planning with deep insight into the organization’s culture and patterns. We partnered with the Executive Leadership team and this cross-divisional group to build an organization-wide rollout plan for the values and then worked with divisional representatives to customize division-specific adoption plans. We also strengthened leadership consistency at all levels through establishing leadership principles, quarterly leadership conferences, and training.
Over the course of just two years, this work successfully brought leaders together from all parts of the organization to discuss progress, explore and overcome barriers, and understand and expand on successes. The work is ongoing, but positive change is already clear and evident. The values and their importance are now being discussed in every division and formal mechanisms are in place to bring the values to life. For example, every quarter there are dedicated, strategic conversations to discuss how the values contribute to the mission of the organization (conversations that often happen at monthly meetings as well). Additionally, all the organization’s managers are now participating in intensive, four-month trainings to equip them with the skills and mindset necessary to live the values more fully and model the leadership principles. Needless to say, stories of the past are being replaced with conversations about the future and people are seeing that values not only matter, but make a real difference.
I’ve worked at [this organization] for 37 years. I’ve never had hope that we could actually change before. Now I do. I am thankful we are working with ChangeFusion.
How to jumpstart your managers…
This federal client found itself in a culture dilemma. Employee engagement was at a low and all signs pointed to a need for a new management approach. This agency had a long-standing norm of traditional, directive management practices and needed a culture that hinged on collaborative, engaging manager-employee partnerships. The first step in achieving this was clear: its managers needed to become people experts, not just technical experts.
We worked in close partnership with this client to customize an in-person version of our QuickStart for Managers program. We zeroed in on critical management skills and the mindset necessary to be an effective people manager. The result was a four-month program with eight in-person training modules, real-world application exercises between sessions, and on-call individual coaching.
The QuickStart program quickly gained credibility and is now consistently this client’s highest rated internal training program. The program is still up and running today; it is considered a true “must” for all managers. As of early 2015, the program boasted over 100 graduates and they are an impressive group of people experts applying top management skills and practical tools to engage their employees and achieve new results.
This program has built my confidence in my ability to manage; I now have a host of tools to help me be effective.
program quality
agreed this program increased effectiveness
agreed they frequently apply what they learned on the job and feel better prepared and more confident to do their job as a manager
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:
How to jumpstart your managers…
This federal client found itself in a culture dilemma. Employee engagement was at a low and all signs pointed to a need for a new management approach. This agency had a long-standing norm of traditional, directive management practices and needed a culture that hinged on collaborative, engaging manager-employee partnerships. The first step in achieving this was clear: its managers needed to become people experts, not just technical experts.
We worked in close partnership with this client to customize an in-person version of our QuickStart for Managers program. We zeroed in on critical management skills and the mindset necessary to be an effective people manager. The result was a four-month program with eight in-person training modules, real-world application exercises between sessions, and on-call individual coaching.
The QuickStart program quickly gained credibility and is now consistently this client’s highest rated internal training program. The program is still up and running today; it is considered a true “must” for all managers. As of early 2015, the program boasted over 100 graduates and they are an impressive group of people experts applying top management skills and practical tools to engage their employees and achieve new results.
This program has built my confidence in my ability to manage; I now have a host of tools to help me be effective.
program quality
agreed this program increased effectiveness
agreed they frequently apply what they learned on the job and feel better prepared and more confident to do their job as a manager
How a leader can build personal connection with over 700 employees…
This new leader entered her organization with a mountain of urgent, complex initiatives waiting for her. But she knew her first step had to be relational – she needed to build trust and rapport with her employees. Without that, she (and her initiatives) would fail. One problem: She had over 700 employees. While she excelled at building relationships one-on-one, with hundreds of employees and a limited amount of time, she knew she needed a new way to connect.
We partnered with this leader to design a customized coaching and communications support package. We focused on getting to know her leader deeply (her goals, values, personal story, etc.) and then designed organization-wide messages. We helped her map her communications to her core goals and principles, creating authentic connection at a group level and coaching her one-on-one in additional, behavior-based ways to build trust and rapport. We also brought together her leadership team to build alignment around key messages and develop a meaningful messages through the art of storytelling in organization sessions, lunch meetings, and monthly emails.
Through the coaching process, this leader came to understand and articulate herself more clearly and authentically. Her organization quickly noticed a difference in her communication style from past leaders and the importance she placed on authentic connection opened a new space for dialogue organization-wide. To top even that, by using storytelling, she (and her leadership team) quickly built alignment for their strategic priorities and even now, years later, they are still using the communication tactics we helped design. It’s impressive.
agree there is improvement in personal ability to use story to connect with others
report seeing an increase in day-to-day behaviors that instill warmth and engagement
What to do when you want to change the conversation…
This federal client wanted to redesign its performance management process. The days of the “check-box” activity were over. A changing workforce and shifting external environment demanded a process that would align employees to strategic goals, increase accountability at all levels, support top talent and innovation, and enable real talking about real things. The dilemma? The old process (though not well loved) was well known. A system-wide performance conversation makeover with 3,000+ employees would mean massive process change and deep cultural change (read: a lot of work).
Eager to get to work, we rolled up our sleeves. Together, we co-designed a custom performance management process to support real conversations. The new process balanced neuroscience research, positive psychology, and goal achievement with the client’s context and culture. In partnership, we designed and implemented a multi-year change strategy to bring the new process and mindset to all. What specifically did we do? A few examples: change strategy, leadership coaching, custom training, group facilitation, communications support, tool and eLearning development, relationship building, and more.
New conversations are now heard throughout the organization. The new system completed its multi-year rollout and is enabling dialogue that drives greater alignment and clearer performance expectations. The shifting culture is clear and evident. Manager-employee relationships are improving and exchanging open, helpful feedback is now an ongoing event.
The new process has enabled me to have a conversation with my manager that I didn’t ever think was possible.
Increase in the clarity of expectations
Increase in the ability to have effective conversations
Greater alignment between how to think and talk about performance
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
Managers in different time zones with crazy travel schedules? Not a problem.
This global client in a highly competitive industry had a real dilemma. It knew from employee engagement survey results that it had a significant deficit in manager skills. This deficit was most pronounced in managers’ ability to set meaningful goals, provide feedback, and develop employees. To complicate matters further, traditional training approaches weren’t working. Its managers faced significant time pressure and were dispersed around the globe.
We designed a series of bite-sized, virtual, instructor-led learning sessions targeting critical management skills. These sessions emphasized interactions between participants to facilitate learning and sharing, even across time zones. Participants from places like Russia, China, Australia, and Columbia (to name a few) joined in and contributed to a dynamic learning experience.
This program boasts over 300 graduates from every continent (except Antarctica). Through the program we have supported managers around the globe in building new skills and expertise. The results they achieve are impressive. Sign up today.
The facilitators were excellent. They shared relevant stories, listened to my concerns and helped me see how the tools apply.
facilitator effectiveness
of participants have improved their management effectiveness through their participation
of participants report applying program models and tools
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 LI360 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
What to do when you need new relationships and innovation...
This client had recently gone through a major restructuring, bringing thousands of people from across the country working on different issues together in one location. In an effort to built cohesion and establish new norms of collaboration, the client instituted a leadership program. The program was designed to mobilize leaders in working collectively to address the organization’s key challenges (i.e. budget pressures, strategic changes, base closings, etc.). Through a focus on innovation and collaboration, the leaders could model the way and create change that would ripple through the rest of the organization. But something was missing.
Our top leadership coaches joined the program, which is still ongoing, to give these leaders the extra support they needed. We visit the group six times a year and coach the leaders individually on their personal growth, individual approaches to change and challenge, and the ways in which they engage their teams and stakeholders. We also coach the group as a whole, helping them learn from one another and create a safe environment to give and receive feedback, try new behaviors, and have the type of creative conversations that lead to innovation (and fun).
This program’s success has unlocked organization-wide potential to solve significant challenges and tough problems. We’re in our fifth year of coaching and we love watching the leaders transform as they work with us (and together). They already have the answers – we just facilitate the discovery.
The coaching has totally opened my eyes to a new way of leading. Rather than directing everyone and everything, I’ve learned to set aggressive expectations and focus my efforts on instilling accountability and coaching my team.
coaching effectiveness
of coaches would highly recommend their coach
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
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 now working collectively to overcome significant strategic challenges and achieve new results. Needless to say, this client’s bench is now strong and deep.
This program was transformational, both professionally and personally. I feel fully equipped to lead effectively.
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
Did a team assessment but didn’t like it? Give this one a try…
This global corporation was no stranger to team assessments; it believed they could help, but seen only minimal impact from its many attempts. This client wanted an assessment that would provide insight and truly build team effectiveness organization-wide. Something that would “unstick” both its teams and their managers. Its desired future state? Highly engaged teams, managers equipped with the resources they needed, and high performance all around.
We brought our custom designed TI360 to the table and embedded it in a manager development program. This included debrief sessions that helped managers understand the seven dimensions of high performing teams and their teams’ unique strengths and opportunities. In addition, the easy to understand TI360 report gave managers the data and tools they needed to develop a shared picture of success with their teams and action plans to help them succeed.
This program received rave reviews and gave participants concrete, actionable feedback they could apply immediately to improve team effectiveness. Managers told us that using the TI360 gave them invaluable insight and helped them build meaningful team engagement plans. High fives all around.
The TI360 gave me real insight into opportunities with my team that I’ve been able to take into direct action.
assessment effectiveness
of leaders developed action plans
Did a team assessment once but didn’t like it? Give this one a try…
This global corporation was no stranger to team assessments; it believed they could help, but had seen only minimal impact from its many attempts. This client wanted an assessment that would provide insight and truly build team effectiveness organization-wide. Something that would “unstick” both its teams and their managers. Its desired future state? Highly engaged teams, managers equipped with the resources they needed, and high performance all around.
We brought our custom-designed TI360 to the table and embedded it in a manager development program. This included debrief sessions that helped managers understand the seven dimensions of high performing teams and their teams’ unique strengths and opportunities. In addition, the easy to understand TI360 report gave managers the data and tools they needed to develop a shared picture of success with their teams and action plans to help them succeed.
This program received rave reviews and gave participants concrete, actionable feedback they could apply immediately to improve team effectiveness. Managers told us that using the TI360 gave them invaluable insight and helped them build meaningful team engagement plans. High fives all around.
The TI360 gave me real insight into opportunities with my team that I’ve been able to take into direct action.
assessment effectiveness
of leaders developed action plans
How to home-grow your own change agents…
This local government client had made major changes to achieve increased cross-organization collaboration and enhanced service delivery, but old behaviors persisted and its desired results remained aloof. It struggled to get real change to meet the challenge of helping its clients, children and mothers in need. With a new strategic plan and significant budgetary pressures, the stakes were rising fast. This client wanted a team of internal change agents: savvy change leaders capable of rolling out and sustaining change from beginning to end. They needed tactical, application-oriented (read: real world, not just theory) training with some heavy-hitting experts.
Two things we love: sharing our expertise and equipping others to help others. This work was an opportunity to do both. We worked in partnership to design a five-module program that emphasized our proprietary Change Dials™, application-ready tools, and real-world ways to handle the hardest parts of change. We integrated the participants’ real-time change projects and coached them through the application of change tools and different approaches to make an immediate impact and cement their learning and skill development.
The 25 change agents that went through the program emerged with a deeper understanding of how to navigate change and armed with tools to actively lead it. More than this, participants made dramatic progress through their own, personal change projects, advancing key strategic initiatives within the organization. Today, they are making a real difference for people in pain and need.
[ChangeFusion’s] approach enabled our change agents to make an immediate impact while growing skills that will enable us to adapt, change, and be successful in the future.
program effectiveness
facilitator effectiveness
What to do when your organization has expertise to pass along…
This nonprofit client had both a highly skilled group of retired executive directors and a large, incoming group of new executive directors. With an immediate need to get its new directors up and running, this client realized it had the perfect natural resource, it only needed to figure out a way to tap it. If these retired executives could get trained in coaching skills 101, they could help unlock the next level of talent and results organization-wide.
We excel at equipping clients to equip themselves. Our best coaches came together to design a training program that would transfer top-notch coaching skills to this client’s retired executives. The intensive course focused on real-world coaching secrets, immediate application, and a strong commitment to supporting others in unleashing their potential.
The retired executives who participated in this program finished it with top skills in inquiry, deep listening, and relationship building. They also walked forward with a deep understanding of how to use the coaching process for lasting change. These retired leaders are now active coaches sharing their wisdom with others and helping them find their own.
I have a new understanding of what it means to be a coach. I’m equipped to really explore our Executive Directors’ goals, dilemmas, hopes, and fears over coffee rather than tell them what I think they need to do.
report being more confident in coaching others
of participants actively engaged in coaching new executives directors
Are your managers located everywhere except together?
This global organization had managers across multiple countries. While its manager core was a highly skilled group, it lacked a common foundation. The client wanted a new, consistent approach to management in all its offices (whether England or Argentina). The client’s global office in Europe got a manager training program started, but to refine it and deploy it across all operations… well, that was quite a task and it was time to get going.
We brought our best management expertise to the table to refine, rethink, and retool the rollout of the manager program. Specifically, we adapted the training for the Americas market (North, South, and Central), piloted the first go, and then jumped on board to facilitate ongoing sessions everywhere else. An added edge to our work: we used our proprietary team 360, (TI 360™) to spark additional manager insight.
We’ve seen over 100 managers graduate with new skills and a common approach to developing people and delivering results. The work is ongoing, fun, and keeps us on our toes (and in airports).
There are so many tools I believe I can put into practice every day. I’m excited to apply what I’ve learned.
of participants applying new skills and approaches
of participants increased their management impact
program graduates
New policy bringing massive change? We’ve got your back.
This federal agency was stuck. They had a long-standing, well-worn system deemed ineffective that cost millions in leader and manager time. It was time for change, but this would mean a seismic shift in mindset and behavior across all levels and geographic locations. We’re talking technology overhaul, process redesign, AND culture change. The client pulled together a strategic steering committee to help design the change from conception to rollout, but the load was huge and they needed additional expertise to surface, understand, and implement the best path forward.
In collaboration with the steering committee, we led the design and facilitation of a two-step change rollout. First step? Establish a common basis of knowledge in the organization about the change. Solution: organization-wide eLearning (which everyone was required to take). Second step? Surface the REAL questions people had about the change and get them REALLY implementing it (aka, engage their hands, not just their heads). Solution: a series of awareness and training sessions that went deeper into the change and allowed people to start practicing the new skills they needed to be successful.
Through this two-step approach we partnered with this client to establish shared understanding across the organization and bring over 200 leaders through our customized awareness sessions. This change was a BIG transition.
I had 100% confidence in the consultants; they approached the project collaboratively and jumped in to really understand our business, the complexity of the project, and then develop solutions that really supported our work.
of participants ready to use the new system after training
of participants valued rollout sessions
of teams using the new process six months post rollout
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 help your managers excel
This organization faced a rapidly changing workforce, declining employee engagement, and a need for greater staff accountability and contribution. At the same time, however, it also faced an influx of new managers who, though highly competent in their technical expertise, needed support with the people-side of business. This organization knew it needed to give its managers support to unlock peak performance and increase results and engagement organization-wide.
We partnered with this client to develop a concrete plan for manager development. Our joint plan honed in on two essential aspects of performance management: conversations and partnerships. We custom designed a two-course training series using Conversations@ the Core and Partnering for Success to support these managers in gaining the skills they needed to unlock the results of their employees and teams. By offering both employee and manager versions of the courses, we engaged staff across the organization in creating a new performance culture where employees asked managers for the feedback and resources they needed to succeed.
The success of this two-course program surprised us all. The courses quickly gained momentum and their popularity led to long waitlists and an additional year of course offerings. Many participants completed the courses and the organization’s managers are now using the skills they learned to have conversation that matter and build relationships that harness each employee’s best to achieve and succeed.
I can actually recognize when I am in a conversation that is of low value and I am using the tools I learned to have better conversations.
facilitator effectiveness
quality of program
“I am better equipped with management skills”
How to help your managers excel
This organization faced a rapidly changing workforce, declining employee engagement, and a need for greater staff accountability and contribution. At the same time, however, it also faced an influx of new managers who, though highly competent in their technical expertise, needed support with the people-side of business. This organization knew it needed to give its managers support to unlock peak performance and increase results and engagement organization-wide.
We partnered with this client to develop a concrete plan for manager development. Our joint plan honed in on two essential aspects of performance management: conversations and partnerships. We custom designed a two-course training series using Conversations@ the Core and Partnering for Success to support these managers in gaining the skills they needed to unlock the results of their employees and teams. By offering both employee and manager versions of the courses, we engaged staff across the organization in creating a new performance culture where employees asked managers for the feedback and resources they needed to succeed.
The success of this two-course program surprised us all. The courses quickly gained momentum and their popularity led to long waitlists and an additional year of course offerings. Many participants completed the courses and the organization’s managers are now using the skills they learned to have conversation that matter and build relationships that harness each employee’s best to achieve and succeed.
I can actually recognize when I am in a conversation that is of low value and I am using the tools I learned to have better conversations.
facilitator effectiveness
quality of program
"I am better equipped with skills for my role as manager"
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:
How to differentiate and engage talent like a pro…
This firm needed a savvy, new process to differentiate and engage talent (read: to establish better ongoing feedback and smarter bonuses). An internal focus on employee engagement and an external pinch from a changing workforce and budget constraints meant a new lens on performance was a must. But this client wasn’t sure where to begin. Any change would run counter-current to existing practices and failure wasn’t an option. The result: uncertainty, anxiety, and a clear request for help.
We entered the picture and worked with this client to find a practical, new approach. Through one-on-one meetings with executives and managers we heard what people were looking for and designed a calibration system to differentiate with ease and objectivity. We built strong relationships with senior leaders (via empathy and challenging them to be their best) and partnered with them to facilitate team differentiation sessions. We brought the same approach into our facilitation of unit calibration meetings, where we equipped managers to navigate the new approach, diffuse tension, and differentiate effectively.
This work was completed on a timeline the client didn’t believe to be possible and the new approach gained almost immediate success and credibility. Within a short period of time, leaders and managers started thinking more critically about how to differentiate and talk talent.
agreed the project shifted leadership conversations about talent
project success, as deemed by client
How to support a large number of diverse leaders with a large number of diverse needs…
This client had more leaders and managers requesting coaches than its internal staff could support. To complicate matters further, the growing group had extremely diverse needs. Everyone seemed to have a different level of education, technical expertise, and ability to lead or manage (not to mention diverse preferences in terms of the type of coach he or she worked with). This client wanted to give its leaders and managers the support they were requesting, but it didn’t know how.
Our cadre of leadership coaches presented the perfect next step. The ChangeFusion cadre has over 25 diverse coaches with varied backgrounds in education, experience, and coaching approaches. To match each leader or manager with the best coach, we designed a process of two-way dialogue and discovery between our coaches and potential coachees. Using this process, we built successful and trusting coach-coachee relationships early on and got each individual the unique type of support he or she was seeking.
The leaders and managers we are coaching in this organization have taken on new responsibilities, received promotions, and built stronger relationships with their peers, employees, and teams. Every year since deploying our cadre, this client has received personal requests for ChangeFusion coaches and we continue to renew our coaching engagements.
supported coachees
coaches around the globe
of coaches would highly recommend their coach
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:
A merger, 1800+ leaders, and a new culture…
A new CEO took the helm at this global corporation as it launched into an organization-wide change. The goal? To transform the company to be more customer-focused, agile, collaborative, and profitable. One of the key ingredients? A massive merger. Given the corporation’s size and geographic spread, the CEO knew his leaders (new and existing) would need support in understanding and implementing the change.
We brought our expertise in leadership and culture change to develop a series of senior leader trainings to support the merger and desired shift in culture. Our trainers facilitated over 125 deliveries of three, two-day training modules packed with experiential exercises, application-ready tools, deep thinking, and insight.
Over 1,800 leaders completed the program and emerged with new skills in leading change and collaborating across a global organization. They successfully began to model the new corporate culture and lead change across their diverse teams.
Thanks for the thought provoking and intense session. I am walking away with many more leadership options.
quality of program
facilitator effectiveness
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