CEO Uses Empathy to Develop Executive Team
and Increase Bottom Line
Client CEO of Consumer Industry Corporation
Annual Revenue: $17.3 million
Employees: 68
FINANCIAL RESULTS
The CEO calculated that, at a minimum, the company saved $337,000 per year with six executives now focused on solutions and results. Plus, her attention turned to company strategies.
THE CHALLENGE
During any and all meetings, the six C-suite executives would bicker and finger-point. Each protecting their own team members and blaming the other executives and their teams for shortfalls. They lost sight of the common goal and seemed incapable of working collaboratively.
The CEO was fed-up and tired of playing referee. Her time, along with the executives’ time and talent, was being wasted.
The bickering and backstabbing were costly. Poor decisions were being made. Plus, their attitudes reflected on the office staff, who felt on edge.
THE SOLUTION
After sharing the many benefits and specific techniques of using empathy, the CEO decided she had nothing to lose.
We strategically designed an approach, based on the desired outcome. Her plan incorporated the lesson, “You First”.
More aware of how her behaviors and language had heightened the issues, she worked the plan. Intentional listening, specific acknowledgement, along with the use of open questions during meetings, calmed the waters.
This led to creative and productive discussions. Solutions were reached in less time. Each executive felt they mattered, so they began to share candidly. Everyone was happier and more at ease.
Future-Ready Leaders™
Ask the Right Questions
Client CEO of Manufacturing Corporation
Annual Revenue: $27 million
Employees: 10
FINANCIAL RESULTS
Increased Revenue: $1,092,000 Total Revenue added over 3 years
($364,000 per year, for the life of the contract)
THE CHALLENGE
The CEO was experiencing a disconnect with his Vice President o Sales. They didn’t see eye-to-eye when it came to negotiating agreements with major vendors and suppliers.
During a review of an agreement, the VIP of Sales was upset, frustrated, and about to give up on negotiating with a critical vendor.
After observing the VP of sales anguishing over an agreement, the CEO began using a ClearEdge technique called, “Results-Based Questions” to investigate the VP’s frustrations.
These questions quieted the stress-filled and critical mind of the VP. Additional Results-Based Questions sparked a lively, innovative, solutions-focused discussion.
With creative ideas flowing, the VP of sales came up with a brilliant solutions. He rewrote the agreement, shared it with the vendor and the deal was done!
The VP had negotiated $364,000 of additional revenue per year . . .
on a 3-year agreement
