Case Studies

Case Study 1

The senior vice president of a mid-sized company saw the need to create a change in the workforce, which had enjoyed an extremely casual dress code and equally casual behavioral standards for years. The time had come to step up the company’s image as it was growing into new areas and seeing an influx of new clients and investors.

A six-month educational project was developed. Employees were first provided training to introduce the importance of professionalism in every aspect of the work environment. A company blog was created to which employees could post anonymously and vent frustrations and encouragement at the changes taking place. Small company focus groups were created to disseminate the plans for increased professional image and gain ideas for the best handling of plans.

Image consulting began with instruction in inexpensive options for acquiring the proper workplace wardrobe. Those who desired it were provided with personal consulting sessions. Many employees took the opportunity to “turn over a new leaf” and become skilled “impression managers.”

“Mystery guest” clients were engaged to meet with various departments, teams, and employees and provide their impressions of the workforce. Evaluations of the visits were posted on the company blog and discussed in company-wide meetings and in focus groups. These evaluations included the impressions the mystery clients had of the behavior of those with whom they met and the general feelings they perceived. These eye-opening evaluations gave staff a new view of why professional image and behavior are important.

The end of the project saw a dramatic improvement in the company’s workforce. Employees were more engaged, some even expressing excitement at being a member of a workforce that cared about promoting the best in professional image. Managers were more discriminating in the hiring process and felt more confident of their hiring decisions. Counseling employees yielded more productive outcomes. Sue was retained to refresh the training periodically and assist in bringing new employees on board with the company culture.

Case Study 2

A supervisory laboratory was created for a large (500+ employees) company that recognized many new managers were struggling with the role and duties of a supervisor. At the direction of the president, Sue worked with the human resources department to develop materials and instruct weekly for ten weeks.

The results were significant: several new managers approached HR with the belief they were not ready for a manager’s position, allowing for individual counseling (is it just fear or is this truly a poor fit?) and reassignment for some. Good employees who could have failed and faced termination were thus given the opportunity to remain at the company in the ways they could work best. Those who had the talent to proceed were given development exercises they might not have recognized they needed and would have continued to struggle. Overall, the managers expressed greater confidence in their positions and shared a resulting camaraderie that gave the project an unexpected, but extremely welcome, conclusion. The HR department was delighted to have a program that was successful, had great through-the-grapevine recommendations, and could be implemented as an employee development feature.

Case Study 3

The president of a small office equipment sales company arranged for personal coaching for the sales manager, who had been a salesperson for years but wanted to make a go of managing the sales force. The president had concerns about the man’s ability to handle the job, but wanted to afford him every opportunity to succeed. He felt coaching would reveal the strengths and weaknesses that could either be addressed or would be a clear indication of a poor fit for the job.

Sue met weekly with the new manager. His personality and management style were probed, and his approaches to various challenges on the job were explored. Because he was not a good reader, Sue recorded an appropriate book for him to digest and its principles were discussed.

As coaching progressed, it was unclear whether the manager was ready for the position. The sessions were discussed with the president and Sue provided ideas and thoughts on the possible directions that could be taken. In the end, the president terminated the manager, confident that he had provided what was needed for success. He told Sue, “I feel good that I did everything I could and I know I made the right decision. Your counsel was invaluable.”

Case Study 4

A young company president and three of his executives were embarking on an aggressive hunt for venture capital funding. They recognized they were unskilled in business and dining etiquette and wanted to ensure their efforts would not be derailed by something so easily learned as what fork to use or how to introduce one another. They engaged Sue to provide business and dining etiquette training. She provided several training sessions. Three fine dining experiences were held, during which she instructed in proper etiquette as the meal progressed. “We feel so good now about how we package ourselves,” the president told her. “The only thing that could hold us back now is a bad business plan--we have no fear that it will be our manners!”

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