Our assignments are typically concerned with helping leaders create
the kind of performance-based culture necessary for success. This includes
individual, team and organizational assessment-based interventions.
Often LED works on all three levels as part of a single project. The
following are some examples of recent assignments:
Coaching and Organizational Development
Financial management organization
LED has been supporting an executive who took responsibility for a
department that was characterized by low productivity and morale.
- An initial organizational survey and assessment was followed
by working with the executive on a series of remedial actions responding
to associates' feedback.
- Results of a resurvey one year later demonstrated that people
were much happier at their jobs, new management was well received, many
positive changes had been implemented, and work processes were much
- A current challenge is to improve communication and create a sense
of community within the management team since the organization now encompasses
several discrete units in remote locations. A series of management offsites
have been launched with the first meeting focused on articulating the
group's shared mission and values.
- A competency model has been developed for the organization to
address performance management issues and employee development concerns
raised by the surveys. The model has been successfully implemented and
used for semi-annual and annual performance reviews.
Product manufacturing organization
LED has been supporting the newly appointed President and leadership
team of a product manufacturing organization within a financial services
company, through a combination of executive coaching, team building
- LED provided executive coaching and support to a number of the
President's direct reports, addressing both individual leadership challenges,
organizational problems within their domains, and team challenges.
- The OD component is focused primarily on restructuring the organization
to support its newly defined role as an independent manufacturing company
responsible for its own P&L. Working in conjunction with the President,
we have defined the needs of the new organization, analyzed the current
structure and functions, developed a proposed organization chart and
job descriptions for senior positions, and are currently working on
a recruiting plan.
IT organization in a major pharmaceuticals company
LED has been working with the directors of Network Operations and Network
Engineering Services to resolve teaming issues between the two departments.
- Organizational survey conducted one year ago highlighted a number
of causes for poor teamwork, including conflicting leadership styles
of the two directors and frictions between them; confusion between the
departments over roles and responsibilities; and lack of developed processes
for sharing responsibilities.
- LED worked with the directors jointly over the year to improve
their individual communication styles and develop a team management
approach; and to define roles and procedures in areas such as turnover,
documentation, escalation, change control, and crisis management.
- A recent resurvey indicated that the work environment had vastly
improved for a majority of the staff. Processes had been implemented
successfully. The organization had identified units composed of both
Operations and Engineering that were "models of excellence"
in teaming. Individuals who could not comply with the higher performance
standards had largely left of their own accord.
Assessment, Executive Coaching, and Performance Management System Development
Risk Management organization
LED has been supporting the executive responsible for a new and evolving
risk management and control function. Though assessment and coaching,
the client has sharpened his competencies in leading and managing change,
and addressing the resistances accompanying change.
LED was asked to facilitate a process for defining the department's
vision, operating principles, and the competencies necessary for reaching
the vision. The OD process also involves assessing the organization
against that vision and developing the action steps necessary to bridge
School to Work
New York University – Stern School of Business
Customized the School to Work workshop for the NYU-Stern Undergraduate School. All NYU-Stern students about to graduate and those entering internships will have the opportunity to take the workshop. Given the success of the program for NYU-Stern undergraduates, the workshop has been customized for students from the NYU-Stern School of Business Executive MBA and full-time MBA programs.
Personal Effectiveness Workshops
Litchfield County Superintendent’s Association
Facilitated a half-day workshop for the Litchfield County Superintendent’s Association that helped to increase the overall effectiveness of the Superintendents’ communication and relationship building skills as they interact with their staff, teachers, students, government agencies and others.
NYU Stern School of Business – Office of the Dean
Facilitated a two-hour teambuilding session for the Office of the Dean at the NYU Stern School of Business. Through highly interactive and experiential exercises, participants were able to better understand their own style, establish a common language, and appreciate the styles of others.
Queens Hospital Center
Facilitated a half-day team-building workshop for 25 members of the Senior Operations Team at Queens Hospital Center. 100% of those attending recommended rolling out the workshop for all hospital employees. “People loved it” - Roslyn Weinstein, Deputy Executive Director.
Suffolk County Bar Association
Delivered a presentation to the Suffolk County Bar Association focused on communicating with impact. Participants learned to identify their own Social Styles and how to connect more effectively with those whose learning styles are different. Patricia Condon, Partner, McGuire and Condon said it was “the best speaker we ever had.”