Results
Results: what changed when the truth was said out loud
Four engagements from Tracy's four decades of work, told from the inside. The names stay private; the outcomes don't. Each one followed the same path, which is the InterCONNECT® method, set out in full.
3 months · Finance, construction and development, leasing, maintenance, property management, brand and HR
A commercial developer: ninety days to a leadership team that plans together
The challenge.
Misaligned leadership, and years of missed opportunities for change and growth.
The work.
Tracy brought the leaders together to co-create rules of engagement, a cadence of meetings, a shared vision and a shared definition of success. Obstacles were named and worked through together, and people held themselves accountable for what they took on.
What changed.
The business became less siloed. The leaders planned better, saw each other's work, and trusted each other more.
In their words.
At the end of the first 90-day sprint, the CEO said:
"We have been talking about some of these things for years, and in 90 days, we have accomplished so much, and I can see so much more potential. YES, we want to continue on this path!"
12+ months · Commercial banking
A national bank: sixty senior executives who didn't want to change
The challenge.
A changing banking industry put a commercial sales division at risk. Its 60 senior leaders, many close to retirement, were resistant to any change at all.
The work.
Tracy listened to their concerns first, then helped them see the contribution and legacy still in front of them. Early adopters went first. The wait-and-see leaders followed when they saw their peers' results.
What changed.
The division changed how it did business and how it connected with customers, and grew considerably, during the work and after it.
In their words.
The most resistant leader, in front of the CEO and 59 of his peers:
"I didn't like you in the beginning, not because of you, but because of me. I didn't want to change. But when I saw the results my peers were having by doing the things you showed them, I thought I better get in the game."
18 months · Supply chain, engineering, sales, and a US counterpart
A military supply chain: from blame to two industry awards
The challenge.
Positional-power behaviours and an elitist culture at the top kept managers from engaging, and surrounding departments blamed the division for everything.
The work.
Tracy uncovered three blind spots. Senior leaders hadn't made their expectations clear. Other departments weren't bringing the managers in early. And the "coaching sessions" were really telling sessions.
What changed.
Stronger managers, clearer expectations, and a division that took ownership of its part in the whole. For the first time ever, the department won two industry awards.
In their words.
A man who never spoke in meetings spoke in Tracy's:
"You asked me a question, I answered, and you listened. Not only did you listen to me, but you also used my words as an example of something meaningful and valuable."
18 months · Executive leadership team
A multi-site hospital: good leaders, finally heard
The challenge.
Antiquated structures and competing priorities had leaders spending more time guessing each other's motives than serving the organization, its patients and its community.
The work.
Tracy started with what was mandated, then pushed to what was possible. She surfaced the barriers that appeared, co-created plans to clear them, and widened the circle of leaders involved.
What changed.
Good leaders who had been quieted by the loudest voices rose up and spoke up. The lesson Tracy took from it: "Please don't let bad leaders lead good people."