Endorsements and Comments from Our Pathways Clients

Here are some dollars-and-cents examples of how our clients are putting The Pathways to Leadership® to effective use in the workplace. The savings they are reaping far exceeds their training dollar investment.

Ford of Mexico
Using the tools in a meeting with a large industrial company (sole source supplier) that owed us a significant amount of money, we were able to recover over $500,000. Two months have passed and our agreements have stuck and the problem has been resolved for the long term. It was not until immediately after the meeting, however, that my manager told me the person I was negotiating with was known for being a VERY tough negotiator. I saw a very different person, AND I was able to get what I wanted. I have found a more productive way to negotiate.

Ford Motor Company, Dearborn
The Engineering Budget Process could have been extremely negative. Instead, the whole Outfitters group was focused on success and the positive aspect of having a budget that people can be held accountable for - because everyone wants to be great and contribute to the company's success. We used the 3 Conditions that Allow Change, and kept our focus firmly on the positive side of the Energy Circle (What's working?), which helped deliver the $80M and 200 heads.
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I used the tools to come up with a creative budget solution using the Recipe for Partnership and the Personal Development Framework. We came up with hiring 10 TBO heads to do legacy data conversion work. Our team and finance were very happy. Net savings = $500K. We hit two birds with one stone. The value of this is we can do other things with that money.
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A required procedure change was going to be very expensive. Knowing the program could not afford the expense, I used the Recipe for Partnership tool to implement the change at no development costs and stay within budget. It avoided a $20K expense, it has built unity within the team to "do the right thing," and the team is now more than ever determined to make the P221 program an outstanding success.

Caraustar Custom Packaging
Using the Recipe process and other tools, we've increased sales in 2001 25%.
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I used the Recipe for Partnership with a new customer to determine what was working and why, objectives going forward, and how to accomplish them. Thus far, over $3M of business has been transitioned to our company smoothly with a high degree of cooperation and teamwork.

Schering-Plough Healthcare
My objective was to get the claims paid back and the best way to move forward was to satisfy this customer. I decided to be use a tool that enabled me to reach an understanding with the customer. What was the value? A check for $27,664. I was certainly on a roll when that check came in!
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After introducing a new SAP system, we found ourselves behind in production. Our line manager used the 3 Conditions of Change and the 5 Tool Sequence to gain the support of our shop people. Within one month, production was at 170% of our previous capacity resulting in a return to "in stock" positions on most of the products and improvement in customer service.
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In addition, key tools such as the Recipe, the 5 Tool Sequence and the Big 5 of the New Leader's Job contributed to our site suggestion program that we call All Ideas Matter (AIM). The first month yielded $10,000 in savings, the second month's suggestions led to $53,000 and the third month was $100,000. The return on investment has been swift and substantial!
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A recent challenge was to manage and build a team after the manager was removed from the company. I used the 3 S's of Yeses, 5 Tool Sequence and Big 5 of the New Leader's Job to rebuild the team. We established an open flow of communication, set clear objectives, and used the meeting guideline tools. We are rebuilding the trust and respect of our business partners. The team has come together. As a result, we were able to ship $100 million in new product and a $1.9 million capital project that was 4 months late is now scheduled to be delivered on-time and on-budget.

Duncan Aviation
Using tools with an upset customer, in a matter of seconds the tension was reduced and our energy refocused in a constructive way. We came out of the meeting smiling and shaking hands. I took the moral high ground, maintained the company's and my shop's integrity, and eased the customer's concerns. If I had not been prepared by my Pathways to Leadership training, it would have been an absolute disaster!
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Once again, Duncan Aviation has made Fortune Magazine's Top 100 "Best Places to Work" list. This is the third consecutive year for Duncan, and each year, their placement has moved closer to the top. In 2001, they were ranked number 62; in 2002 they were ranked number 30. This year, they moved up to number 25.

Novartis Consumer Health
For a brainstorming session, we had people from many different functional areas for a 4-hour meeting. I used a Meeting Opener asking everyone to introduce themselves and state their background and skills that would add a unique perspective to the strategy. This helped people realize their own uniqueness and importance to the outcome. This contributed to a successful brainstorming session of a strategy for a $50MM business.
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A team consisting of ad agency, market research and brand management folks was working to develop new, meaningful concepts to test with consumers. The team had reached a roadblock with hostility, anger and closed mindedness getting in the way. After talking with the lead agency contact, we decided to take half an hour at our next meeting and work through the Recipe for Partnership. By the end of the discussion the team had broken down the barriers and had started coming back together. The long-term result was that we actually improved the productivity of our team, built solid relationships and delivered several concepts that beat our target and will ultimately deliver more cases.

Gerber Products Company
I met with our purchasing management group and by using the 3 Conditions that Support Change we were able to co-create a list of additional cost savings opportunities that either replaced projects that did not materialize or were new projects that will help us surpass our $3.7 million savings targets for the coming year.
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The team was tasked with testing the new product prior to completing all safety testing. We approached the challenge with open minds, using the Recipe for Partnership, we came up with a creative and elegant solution. We'll be able to test the product sooner in the development cycle. If there are any development issues, we'll know about and fix them sooner rather than later. Given our charge to put out only the best quality products for Gerber, this research will be highly valuable in obtaining consumer feedback.
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In our recent plant-wide work culture survey (conducted by an outside firm) the results were really good. It showed a 29% improvement over the survey conducted 3 years ago - specifically management strongly committed to improving in productivity - up 32%, and up 17% in feelings of pride.

Sabroso Company
The number one success story has been the improvement in the culture and leadership here at Sabroso. Pathways to Leadership could not have come at a better time for this company and it's employees. There has been a remarkable turn around in key personnel, i.e., in responses to business events, a change in leadership, etc. The employees that have been through the program are developing the culture they want to live in with their co workers, subordinates and bosses.
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A long-term relationship with our second largest customer was put to a significant test this spring. They informed us that we were in danger of losing their business because of high prices. They no longer wanted a "partnership" with us, but wanted significant cost reductions. Then, remembering the training, I took a magic moment and accepted the situation. I was then, and only then, able to respond with what they wanted - price reductions. But now, I viewed our company and the customer in degrees of strength. We gave them price reductions, but with solid plans for cost reductions that didn't only come out of our profits. We kept all the business and can now create a new partner relationship as we move forward. We are no longer defensive and understand what we can and cannot do.
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Using the Project Accelerator tool, I have moved projects along at a quicker pace as well as coming to a successful conclusion without repeating past mistakes by using the free flow of information, clear objectives and the 3 Conditions that Support Change tool.
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There has been a much higher level of cooperation and teamwork between all departments since Pathways to Leadership. My immediate work team has had a tremendous turn around. They are full of ideas and motivated since we have begun consciously to build their self-esteem through recognizing their strengths. I am free to do other projects and work that I haven't ever had time to do in the past.

Huntel Systems
Another victory was being able to persuade an associate to stay. She was offered another job but was hesitant to leave a company with such good culture. We sat together and worked through a new job description and included what she felt she needed from the job. By the cooperation of others in our leadership group, who also encouraged her to stay, we were successful in keeping a very valued employee.
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Network consolidations among our associate companies had not been going smoothly. An attitude of competition between two of the companies was becoming adversarial. A meeting was called at which executives from all three companies plus these two managers took place. We listed the concerns of both companies and discussed why certain projects could or could not be implemented. The two individuals were constantly asked the pros and cons of each alternative. By the end of the meeting, all miscommunication had been cleared and both companies now have an effective game plan to follow. There is complete buy-in as everyone had input into the solution.

For more information on our leadership programs please call our Client Relations Department at 1-800-569-1877 or email Denise -- denisep@pathwaystoleadership.com..