Federal Aviation Administration
“The solutions and tools were exactly what we needed to get our global project on target. We were getting things done but weren’t being as effective and efficient as we could have been. To use a racing analogy, you can force the car forward and win the race, but without the lubricant, it’s pretty hard to sustain. We were starting to lose our luster and were throwing some sand in the gears, mostly due to miscommunication and lack of mutual accountability and trust. A positive and trusting environment was the most pressing and immediate need. We knew how to build systems and be good program managers, but we weren’t really great with the people and the sharing authority parts of this new team.
We were doing a lot of the right things [to build teamwork]: having strategic meetings, monthly conference calls, starting a 360 review process, et cetera, but we didn’t know what we didn’t know. That’s why we brought you and your team in. We needed expertise in the people side and organizational side of the project. The assessments you introduced were different. Just going through the process and the follow up discussions were teachable moments for me. I walked away from each session having discovered how to apply my talent, skills, passion, knowledge and experience in a different way.
I found myself often giving a 5 on the post session survey question, “On a 1 to 5 scale with 5 being high, this tool helped me to think differently.”
Formerly British Telephone
The leadership team knew they needed frequent and clear communications about where they were heading and how they were getting there, as well as what we were going to do about the problems they were encountering along the way. They were holding quarterly and monthly meetings dedicated to the discussion of strategic issues, but felt the need for something more to sustain and support their efforts together. As they put it: “Our program schedules lay out the tasks we need to get done, but it is easy to get off course if we only focus on the specifics of the tasks immediately in front of us. We want to make sure we’re also looking ahead to our longer term desired outcomes, so we can ensure that the work we do will ultimately achieve these goals. We were struggling but felt we knew what to do. That is until your team helped us to discover, or more so, rediscover that we were overlooking an essential component that determines the outcomes of an organization.
We were missing the point, we were focusing on the process and forgetting the people. And, to care, coach and develop people required excellent leader execution. Which in turn required the leader knowing their strengths and how to identify and unleash the strengths of others. You and your team did this for us, by helping us to understand how to put personality and purpose to work.
The loss from customer churn when we started your program was six hundred million dollars. In eighteen months we have seen a significant decrease by some 10% of customer churn. We attribute that mostly to the changes we have made in personnel, especially in the promotions and reassignment of leaders by using the tools you implemented.”
“After clarifying my core strengths and seeing my dimensions displayed on a graph during the Purpose Discovery process, I really connected with using my dimensions, and now can see how they make a difference for the team. My driving passion for “the positive” really helps propel the team forward. I have this can-do attitude. Things we have to do are fun and interesting, or I can find a way to make them so; and being around someone who is positive is contagious, so it affects team morale. I’m clearer about my leader impact and how I am uniquely wired to do that, and the intentional and empowering influence I can have on a team. This was very timely and essential for me to learn when we started our coaching relationship. At that time, our employee engagement score was in the toilet. And our patient satisfaction scores were at a dismal thirty third percentile.
The leadership was determined to put a stop to this demotivating and unresponsive situation. That spring, we began hiring nurses with a unique appetite for the challenge of the emergency department. Then we tied their performance to the metric of Left Prior to Medical Screening Exam, which at the time was 11.9 percent. That went down to 2.9 percent after three months.
How did we do it? We didn’t—the staff did—by using the tools KTA Solutions provided.”
“It became clear early on that the KTA Solutions team were experienced in helping leaders increase execution. Immediately through their Leadership Execution tool they began to probe into what was working well and what could work better on our team so as to know where to focus their coaching and consulting endeavors, it became clear that a lack of clarity about the organizational structure and culture was hampering the team. They uncovered some significant barriers to success for this group of high performers who were struggling to build a stronger team and better execute their mission.
These barriers had largely arisen out of confusions and misunderstandings—all quite normal occurrences in newly formed heterogeneous teams under pressure—regarding relationship roles and responsibilities. And they could be addressed via a set of tools that included three basic components: assessment of individual and team strengths and needs, leader training, and team building.”
“As one of a three person team from The Gallup Organization, I helped design and deliver the Toyota Great Managers program which was one of the aspects of Gallup’s High Impact Team Series (HITS). HITS was built around the Clifton StrengthsFinder© and other leadership assessments. Using the assessments Toyota identified employee strengths and built teams based on the data. They also used the data to select which leader matched which team.
Over time they were also able to measure the impact those selections had upon the engagement level and productivity of the teams. Overall, this program helped transform large work groups into motivated and mutually supportive small teams. KTA Solutions tools were born out of the experience and strategies gleaned at Toyota and other Fortune 500 companies where I was lead or senior consultant. Using the Workittude Champion process, a similar strengths based approach, KTA Solutions delivers the same kind of results for an organization. However, instead of being built upon StrengthsFinder©, our tools are built around Workittude? which is our proprietary multifaceted engagement tool.”
Note: More detailed achievements, references and testimonials are confidentially available to clients upon request.