Leadership Development
A division of a major entertainment and media company wanted to improve the leadership talent of their executives and middle managers so that they could source leaders to fill positions created by the division’s growth. Time away from work was a precious commodity, yet senior management was willing to support a leadership immersion program of short duration. We designed and delivered a three-and-a-half day leadership development program that used 360-degree feedback, experiential activities, cultural data from the organization, leadership skills practice and then supported the participants with one-on-one coaching. The program has been conducted during the last five years. Results so far have been promotions and expanded roles among the graduates and increased leadership bench-strength within the organization.
A global chemical company wanted to align their mid-level managers with the company’s newly developed strategy, and provide them with the strategic leadership skills necessary to implement the strategy. We were part of the design and implementation team of the four-day strategic leadership program. The program was conducted in the
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Teambuilding
The sales organization of a major cable TV content provider wanted to use cross-location teams to create and implement sales strategies for their major customers. The Mayhew Group consulted with sales management and provided a team rollout plan. We then prepared them to manage, evaluate and reward the teams. We also trained the team leaders and team coaches in team management skills. The results of this work were improved cable operator penetration and an increased subscriber base for the operators.
The newly appointed head of engineering for a global gaming manufacturer inherited a group of executives who were individually effective but did not consider themselves a team. 
We were asked to conduct an assessment to determine what was needed to create a high-functioning, cohesive executive team. After the assessment process was completed, we conducted a team retreat for the executives. We used our assessment data to identify how they could work together more effectively and then combined experiential activities with a discussion of their business issues in a successful effort to build team skills and create team commitments. We then conducted a series of retreats for their management staff to build alignment around the division’s vision and strategies. These events resulted in the engineering executive team operating with increased trust, support and renewed commitment to achieving their team goals.
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Executive Coaching
Rich Mayhew, President of The Mayhew Group, was asked to coach the chief executive officer of a bio-medical diagnostic development company. The CEO was having trouble working with his executive team and steering the company towards its strategic objectives. Rich used a process of confidential interviews and assessment questionnaires to help the client get a clear picture of his leadership style. In a series of sessions during which Rich opened the client’s eyes as to the impact of his behavior on others, he was able to identify the source of his old leadership style. Rich helped the client to identify what his leadership situation was calling for him to do. Based on that call, Rich coached him so that he could change his behavior, which he practiced over the next several months. As a result, he rebuilt his leadership credibility and established a new working relationship with the executive team. He was then able to provide the appropriate direction for their strategy to be implemented.
Rich was asked by the board chair of a non-governmental organization to coach the CEO so that she could have a more productive working relationship with the board. Through an in-depth assessment process of board and staff interviews as well as use of The Harrison Interview self-assessment report, Rich provided the CEO with critical insights about how her leadership was impacting her effectiveness with the board. Through weekly coaching sessions that combined discussing the background of her leadership style with the skill-building of new behaviors, the client was able to shift her approach. This resulted in harmonious relationships being re-established with the board.
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Other Coaching assignments
- The CEO of a hi-technology company.
- The president of an entertainment company division.
- Creative and production executives of an entertainment company.
- The head of a division media relations department of an entertainment company.
- A senior business affairs lawyer in an entertainment company.
- A division head of a national savings and loan.
- Senior marketing executives from two medical products companies.
- The Chief Administrative Officer of a government agency.
- High-potential junior executives of an electric and gas utility.
- Marketing executives at an entertainment company.
- The CEO of a commercial photography studio. ( top of page )
Organizational Transformation
A start-up drug development company wanted to ensure that their culture reinforced their mission and strategy. They saw the need to establish consistent management practices and organizational values as their workforce grew. We used the Denison Organizational Assessment to get a fix on their culture. We then helped them develop a set of values and management practices that their executive could model. One outcome was a renewed commitment to the company’s mission and strategy.
The animation division of a leading entertainment company decided to redesign their production process. The impact of this redesign meant a change in the way production executives and managers shepherded projects through to distribution. We were asked to design and implement a leadership program as well as change strategies to facilitate the impact of the redesign on the staff. Consequently our work involved coaching and teambuilding with the executives, 360-degree leadership assessment and managerial skill-building. Our work resulted in a smooth transition to the new process without a disruption in creativity as well as no slippage in production deadlines.
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Managing at a Distance
After a merger between two US and UK global pharmaceutical companies, the new organization needed to build the management skills for its US mid-level employees who had direct reports and/or bosses who were based in Europe. Using a research-based distance management model, we facilitated a program that combined feedback, knowledge and skill-building to improve their managers’ abilities to work with their European counterparts.
A major global entertainment company was having difficulty managing and coordinating the work of their European facilities and real estate employees with their east and west coast
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