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 Yes, Communication Spiral and Big 5 of Upstream Leadership 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.

After introducing a new SAP system, we found ourselves behind in production. Our line manager used the 3 Conditions of Change and the Communication Spiral 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.

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 of Change, and kept our focus firmly on the positive side of the Energy Map (What's working?), which helped deliver the $80M and 200 heads.

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. Net savings = $500K. We hit two birds with one stone.

Caraustar Custom Packaging

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.

Duncan Aviation

Using the Recipe for Partnership 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!

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 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 of 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.

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.

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.