Key Associates, Inc. (KA) helps leaders, teams and organizations improve and enhance their effectiveness through a system of Right Focus, Right People and Right Execution. Our dedicated team has the expertise and focus to design and implement change initiatives that will accelerate your performance. We target your priorities, help you focus and guarantee success.
Below are some examples of ways we’ve assisted clients:
Case Study 1
CEO Peer Forums bring together CEOs of entrepreneurial and mid-size companies where members serve as a sounding board to each other and discuss pressing issues, identify strategic priorities and brainstorm ideas. One of our members, Tony DiBenedetto, CEO of Tribridge, set high growth goals and wanted to take his company from $8M in size to over $100M in 6 years (view testimonial).
Through its CEO Peer Forums program, Key Associates, Inc. (KA) facilitated monthly CEO meetings for technology driven companies where the CEO of Tribridge participated for over 6 years. In addition KA provided executive coaching, consulting services and tools; the CEO Forum members offered their experience and ongoing support. Despite a hectic schedule, this CEO was a committed member who regularly attended monthly half day meetings with 8 other CEOs.
Tribridge is now over $100M in size and is the 4th largest Microsoft VAR in the country. In addition, other CEO Forums involving Key Associates were surveyed and ninety-two percent of the participating CEOs felt that the experience dramatically impacted their businesses, and on average, their business grew 26% annually.
Case Study 2
Several healthcare associations and human resource development firms engaged Key Associates, Inc. (KA) in the design and delivery of a “healthcare leadership college” for executives. The program lasted 10 months and involved topics such as strategy development, intentional leadership, coaching, change leadership and innovation.
Initially, the participants were reluctant regarding the time commitment required for full participation. After attending the first few sessions, the participant feedback was outstanding. The attending executives reported that their skills and perspective on leading evolved over time and they learned things that they would not have on the job.
Upon completing the 10 month commitment, some of the comments made in evaluating the program included: “Thank you for making this a great year!” and “You inspire me and make me want to be my best!” Many of the attendees have been promoted to top positions in healthcare and participating healthcare systems continue to send participants each year due to the positive results gained.
Case Study 3
A Fortune 100 manufacturer desired to take its plants from an autocratic, top-down culture to a participative one. The VP of Operations wanted to improve teamwork, install a pay for skills process and design a pay for performance program to maximize the talents of the workforce.
Key Associates, Inc. (KA) worked with the senior leadership to clarify the vision, values and future direction of the division. In concert, KA conducted an organizational assessment, which included focus groups, interviews with key employees across the organization and input questionnaires. Through the synthesis of the information coupled with where the organization saw itself going, KA worked to analyze the gap and facilitate the development of strategies to be a customer-focused culture, while at the same time creating a more participative culture in several of the plants.
In addition, a cross-functional task force served as a steering group to the organization on how it might change its reward and recognition system. The initiative involved applying reward and recognition best practices, team-building and leadership development at all levels of the company. By using the elements of Right Focus, Right People and Right Execution, diverse groups of employees as well as management came to agreement on how to build high performance teams, structure the new pay for skills process and implement the pay for performance program.
The end result was improved productivity and morale, an enhanced partnership with the union, and a more participative culture, which involved employees leaving their traditional roles and applying their skills in a variety of different ways to meet both production and safety standards. The organization realized a solid return on its investment, higher profits, and a more engaged workforce. The culture shifted from one of entitlement to a high performing one.
Case Study 4
A non-profit’s board of directors was unable to reach consensus on the organization’s future, and fund-raising efforts were stalled. Board members had complained that infighting was depleting the board’s energy and damaging staff morale. Key Associates, Inc. (KA) met with the board and staff to gather input and proposed a series of workshops designed to reduce conflict and build consensus. Without a clear direction, the organization was floundering and could not move forward.
KA conducted workshops for the board and staff that focused on defining a unified vision and establishing goals for the organization. Through a series of strategic planning and strategy development exercises and activities, board members and staff discovered common ground and began working together more collaboratively.
Following the conclusion of the workshops, the board was able to develop a three-year strategic plan for the organization. The board’s new-found consensus helped staff effectively implement the plan, and the organization was able to meet the goals established for the first year of the plan. With the board’s help and support, this non-profit went on to achieve higher fund raising objectives than ever before and was able to attract competent board members and staff.
Case Study 5: Marketing Executive in the Entertainment Industry
When Amy, a female Sr. VP of Marketing, needed a plan to get through her company’s impending acquisition, she relied on the expertise and encouragement of the Key Women’s Leadership Forum. Changes in the leadership team, coupled with an overall revenue downturn, made for a difficult work environment.
The Key Women’s Leadership Forum helped Amy design a strategic approach to the unsettling situation. Using materials from Key Associates’ proven process, the group helped her to better define her priorities, and provided insightful advice on how to navigate the new political landscape at her company.
With the Forum as a sounding board for Amy’s professional frustration, she was able to get feedback from accomplished women from various backgrounds, and consider numerous options for a successful outcome. In the end, Amy weathered the storm at her organization, and was promoted to head a subsidiary for the company.
Case Study 6: Busy Executive Finds Better Balance
Between the responsibilities of her position as CFO at a major retailer and mother to two small children, Gina was feeling burnt out and exhausted. After a particularly demanding year in her numerous roles, she had lost focus on the work that she loved and the family that she valued so dearly.
Gina was looking for a way to replenish her energy and align her activities to what mattered most in her life. It was clear to her that she was going to need a strong support system and some helpful advice from other executive women to structure a solution to restore her happiness and focus.
Gina turned to her Key Women’s Leadership Forum for their guidance and suggestions on how to make specific changes that would help her address this stressful situation, based on their own experiences. She implemented several of the group’s suggestions to get back on track with renewed purpose and energy.
Read more – Case Study: Busy Executive Finds Better Balance
Contact us today to learn more about our services.