Consulting & Advisory Services

The Inside Story on maintaining aggressive growth while addressing system overload and dissatisfaction in the ranks

A $2B division of a Fortune 500 company was growing organically, and wanted to augment that growth through acquisitions. As a result of the growth and increased visibility and pressure, the President of the division and his direct reports were experiencing a state of overwhelm – an aggressive growth plan with too much to do, not enough time or people, and dissatisfaction in the ranks.

The company hired GLG to work with them, primarily at the level of the President, his direct reports, and key change agents within the organization to create plans to continue the aggressive growth curve while not losing employees to burn-out and discontentment.

During that same time, the President decided to re-organize the division, which included changing the scope of people’s responsibilities, bringing in new people (some replacements, some new positions) and as a result of the changes in scope, having people report to others who were once their peers. On top of that, they announced the acquisition of two businesses. The President was committed that, during all of this upheaval, current business results would be maintained and employee morale wouldn’t suffer.

Clearly, there was potential for disaster. The re-organization alone could have had strong negative repercussions. Adding two acquisitions – when this division had never acquired another company and the parent company didn’t have any successful models for smooth integrations – only increased the risk of failure and executive/employee flight.

GLG met with the executive team quarterly to help them craft their growth plan and the presentation of the plan to the CEO, which was an outstanding success. While they were “working on their work,” we also helped them build teamwork and trust, and offered new ways to work together to increase their effectiveness. We supported them in the design and management of an internal communications plan that addressed both the re-organization and the acquisitions. We continue to provide coaching to the President, members of his executive team, and targeted directors who have assumed additional responsibilities. We also attend integration meetings on an ad hoc basis, looking for ways to clear pathways and help people build trust, communicate effectively and produce their desired objectives.

Through the work with the leadership team that was in support of the key strategic initiatives for the growth plan, they were able to achieve double-digit growth in their business. The executive team is operating more cohesively than ever before, according to their own testimonials; and they are providing a new level of leadership, focus and prioritization which is very appreciated and valued in the employee body, even during the stressful period of integrating two new companies. Employees have told us that the leadership, communication, trust and acknowledgement that is being provided from the top has helped significantly to alleviate stress and strain in the system.

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