From Managing Numbers to Building Long-Term Capacity
An industry leader in the casual dining market has a large number of managers that were constantly and consistently moving through the ranks. While the turnover was low, especially for the restaurant industry, this organization wanted to provide more comprehensive leadership development for its 100,000 employees. The organization needed to develop large numbers of leaders at different management levels - especially area field leaders who directly impacted changing a good restaurant into a great one and creating superior customer satisfaction results.
The restaurant organization hired The Schuster Kane Alliance to create a business-savvy leadership program, partnering with the organization's internal training team. Using our extensive experience in numerous industries, we developed a leadership program focused on advanced employee engagement skills.
As a result of this ongoing program, employee retention increased at all levels of the organization, and quality and customer satisfaction metrics increased by double digits. The success of the field leadership program motivated the organization to start a leadership program at its headquarters for its 500 corporate employees. The Schuster Kane Alliance was again asked to be an integral part of designing and implementing another program for these leaders.
"The Program Needed Through the Recession"
A large insurance broker faced with a rapid growth rate wanted to expand and develop its people strategically. The company wanted to maintain the core of its success - entrepreneurial customer service excellence - while strengthening its leadership bench even amid its exponential growth. Its leaders needed to be more effective communicators, effective in larger and more varied groups, and to be more strategic. As prescribed by the Chief Operating Officer, the leaders needed to be more knowledgeable about how "their style would stop them from their own effectiveness".
The company hired The Schuster Kane Alliance to be a partner in its leadership development program. SKA was hired to structure a national coaching program and to tap into its extended professional network. Each emerging leader was paired with an SKA coach in his or her city for a year-long coaching relationship. The program was tailored to the leader's development needs and the coaches implemented the necessary tools and exercises to create more effective communicators who were adept leaders within this insurance organization.
Already three years into the leadership development program, SKA has coached over 25 COOs, VPs, and other emerging leaders. Each leader has his or her needs individually addressed, developed, and re-enforced while maintaining and building the customer service excellence reputation of the broker. Of these leaders, several have been promoted to their next level of responsibility and broader leadership.