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Public Utilities Company
After transitioning this public utilities company through a transition from "utility time" to a fast-paced entrepreneurial culture, the CEO recognized gaps in leadership capability and bench strength.
On top of this existing gap, the CEO continued to aggressively grow the business through acquisitions. This business strategy further increased the existing capability gap and left the organization short of high potentials "ready" to step into many challenging, stretch leadership roles.
After experiencing a siloed organizational development attempt, this company hired Aligned Leadership Group to define their leadership strategy and, at the same time, execute quickly to immediately "move the needle" on the business.
The first step in defining the leadership strategy was to clearly articulate leadership requirements based on the business strategy and then contrast that with current leadership practices. Immediately, 30 contracts with different training companies who were offering disconnect services were either cut or renegotiated to terminate within the year. Aligned Leadership Group developed an organization-specific strategy based on the company's current and anticipated leadership needs. Specifically, Aligned Leadership Group partnered with the company to:
Identify critical roles in executing the business strategy
Benchmark top performing leaders and managers
Develop success profile for field supervisor, manager, and director positions.
Create pipeline process for identifying and developing high potential field supervisors, managers, and directors.
Coach key leaders in stretch positions
Work with intact teams (and their leaders) to understand the new business requirements, develop execution plans and leverage the strengths of diverse team members
Implement action learning projects and process for high potentials
Redefine leadership and management competencies
Align and/or redefine the talent management and development processes based on the new competencies
Beyond the tangible process and development work, Aligned Leadership Group played a major role in shifting the mindset around performance management. Rather than viewing performance management as an "administrative task," managers of people learned to leverage performance management as a business process that drives desired business results through people.
The results of Aligned Leadership Group's work included:
Surfaced the top 10% of talent for field supervisor, manager and director positions. This was critical to the corporation's growth and acquisition strategies.
80% of the people coming out of the high potential program were placed in positions of greater responsibility within 6 months of the conclusion of the targeted succession development program.
Integrated talent processes (sourcing/selection, performance management, compensation, development, etc.) that drove business results and reinforced consistent mindsets, values, and behaviors.
Action-learning development program for high potentials
More aware and accountable leaders
Increased commitment to organizational results
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