Strategy & Growth
Tribal/Regional Social Services
- Organizational silos were dismantled painlessly.
- A unified sense of identity, purpose and ‘team’ was built throughout the organization.
- A new generation of upper and midlevel management were identified and developed.
- Clarity out of complex questions regarding identity, purpose and strategy.
- A new, inspirational brand and identity.
Rapid expansion was straining existing resources and infrastructure. Reorganization and relocation of hundreds of staff into a single site challenged existing ‘silos’ that had developed between programs and departments.
To address these challenges, Vantage Consulting partnered with the executive team to:
- Craft a new, unifying vision and identity.
- Develop a clear and focused business strategy.
- Enabled their ability to immediately implement strategic steps.
- Provided action-oriented leadership development.
Real Estate Team
- Doubled team productivity within two years.
- Individual team members universally increased their annual earnings.
- Dramatic time savings.
- Owner was freed from daily administration to focus on opening up opportunities and expanding the team’s potential
A top real estate team was positioning for significant growth and a multi-state presence. New team members were being added. Performance expectations were raised. This growth added significant complexity, straining administrative and management infrastructure. A change in leadership style was needed. Low level conflicts emerged that taxed already stretched resources.
- Partnered with the owner and operations manager to create a new approach to operations.
- Supported their success by providing regular coaching and consultations.
- Worked with the entire team to set strategic goals, assess progress annually and reset goals.
- An administrative structure was identified, implemented and was now operating smoothly.
- Within one year the first center was self-supporting.
- Within two years the second center had been launched. New staff were added.
- Within three years the school board transitioned from skepticism to requesting that they expand services to schools throughout the district.
- Established strong, local parent support.
- Utilized that support and input to create a business model that removed financial and bureaucratic obstacles to health care.
A group of concerned pediatricians and public health professionals sought to establish a system of privately funded, school-based health care. Challenges included not only the feasibility of the medical centers – but a sensitive political climate, a skeptical school board and concerns from the public.
- Partnered with the Executive Director and advisory board to lead financial and political feasibility and business planning processes.
- Engaged the community to gather valuable input and address concerns.
- Supported successful implementation through consultation, coaching, facilitation and training as needed.
Large Group Facilitation
Bering Strait Management – US Coast Guard
- A management approach was identified that could accommodate the political and security realities of the Bering Strait, its seasonal and environmental variability, subsistence hunting usage as well as risk, weather and navigation challenges.
- All stakeholders were able to meaningfully engage and express their concerns.
- Trust and new lines of communication of communication were built between stakeholders.
- Original assumptions were shifted. The US Coast Guard was able continue its mandate with focus and clarity that couldn’t have existed previously.
The US Coast Guard was tasked with collaboratively engaging a wide group of stakeholders to develop the US recommendations regarding management of the Bering Strait to the International Maritime Organization. The task was daunting due to the complexity of the topic which included concerns of national security, industry, safety, indigenous rights and the environment. There were high levels of mistrust, cynicism and wariness between stakeholder groups.
Partnered with the US Coast Guard and the Institute of the North, an arctic policy think tank to:
- Clarify the specific needs of the US Government that could be satisfied through a facilitated public process.
- Crafted a process that allowed disparate interests to be heard and constructively engaged.
- Identified and convened a group of about 80 people who represented national security, commerce & industry, Alaska Native Regional Corporations, indigenous rights, environmental groups, safety and arctic experts.
- Facilitated a large group process that both provided the input that the US Coast Guard needed.
- The Commission met mandated annual objectives within a very limited time frame.
- Opinions were constructively expressed, foundational interests were identified and mutually acceptable options & solutions were created.
- Created a sense of clarity and optimism in what otherwise could have been an overly complex or divisive conversation.
The Alaska State Legislature formed the Alaska Arctic Policy Commission to clarify Alaska’s policy in regards to the Arctic for the purposes of guiding state policies and advocacy at federal and international levels. The Commission is comprised of diverse stakeholder groups as well as legislators from both major political parties. They needed to find common ground on issues that range from national security, economic development, environmental responsibility, resource extraction and indigenous rights.
Over multiple engagements I partnered with the legislative co-chairs, executive director and staff of the Alaska Arctic Policy Commission to:
- Clearly identify the work the commission needed to accomplish and build actionable goals.
- Crafted and led highly focused conversations that allowed for the diversity of opinions and political concerns to be expressed and engaged.
- Eliminated mid-year turnover.
- Annual growth goals were accomplished within the first three months.
- New, more ambitious goals were set and accomplished by end of year.
- Dramatically improved on-site, real-time critical thinking, problem solving and staff supervision skills.
- Lower management burden on sr. management.
An early childhood education organization that operated in multiple sites was experiencing economic challenges related to economic recession and staff and supervisor turnover. With a very ‘flat’ organizational structure, there wasn’t room for staff advancement. There were questions regarding how to motivate and retain staff. Supervisors overly relied on sr. management to address issues and concerns within their sites.
- Facilitated a leadership development process for all supervisors.
- Provided training and group mentoring.