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IMPAQ has repeatedly demonstrated measurable results and
achievement of business outcomes in a variety of industries. Whether increasing
productivity, dealing with change, increasing morale during downsizing,
or improving customer satisfaction, IMPAQ exceeds client expectations.
A Multinational Petroleum Organization
Their Challenge
Faced with resource cuts, this large organization
needed to restructure into business units and improve productivity and
sinking morale.
IMPAQ Solution
Using our Core Accountability Methodology, we helped
orchestrate the change and developed interlocking accountability between
newly formed business units and centralized functional departments. We
developed internal change agents and assisted them in implementing cross-functional
accountability within each business unit and central functional areas.
The Result
Within one year of implementation, this organization
met their productivity goals for the first time in 5 years. Even though
the change was initially met with resistance, morale showed a 20% improvement
by the end of the implementation according to the organization's standard
surveys.
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A Major Retail Chain
Their Challenge
Declining sales and reduced resources required this
organization to improve teamwork and customer service in their department
stores.
IMPAQ Solution
IMPAQ developed internal change agents to implement
its Core Accountability Methodology within each of the stores. In addition,
each leader was developed to support the change with IMPAQ's Accountability-Based
Leadership Program, emphasizing strategic coaching for store managers.
The Result
Stores which implemented Accountability increased store
performance as much as 20% within 6 months. As a result, both customer
satisfaction scores and revenue generated increased. The organization
is now financially healthy and sustaining their improved business results.
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A Telecommunications Company
Their Challenge
They were facing declining morale and performance with
the announcement of an acquisition by another organization.
IMPAQ Solution
Starting with management and then moving to the rest
of supervision, IMPAQ applied its Mastering Accountability training program.
Coaching leaders of the organization on Accountability-based change supported
the transition.
The Result
Performance and morale continued to improve throughout
the three months leading up to the take-over by the new organization.
After the transition was complete, the new organization acknowledged the
combined firms for their unusually high morale and cooperation during
the transition.
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A Medical Center
Their Challenge
To increase quality of care, productivity and morale
in order to prevent being taken over by managed care. To create an organization-wide
culture change committed to accountability and a "healing health
care" environment. They intended to become the recognized health
care leader in the community.
IMPAQ Solution
IMPAQ assisted the organization in restructuring management
into a structure that modeled interlocking cross-functional Accountability.
The Accountability Core Methodology was used with every functional department
and linked to each person's performance management and appraisal. All
levels of management and supervision were trained in the full series of
Accountability-Based Leadership, including Strategic Coaching, Taking
Advantage of Change, Customer Service and Accountability Based Facilitation.
The Result
This organization is viewed as a benchmark in their
industry. They have consistently ranked in the top employers in Oregon
as rated in Oregon Business Magazine's Best Places to Work In Oregon. They also achieved
their profitability and productivity goals during the past 7 years. They
achieved the highest rating of any health care organization for energy
efficiency and became a leader in becoming ISO certified. They maintain
high levels of morale according to industry standards and have grown to
providing regional care to better support a larger community.
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An IT Department of a Major University
Their Challenge
To implement newly formed department values, while increasing
customer satisfaction, productivity and morale. They also needed to deal
with declining resources and turnover of key talent.
IMPAQ Solution
IMPAQ first worked with Leadership to turn their newly
formed values into Success Factors of Performance Execution that could
be measured and linked to their performance goals. We implemented Service
Excellence and the Accountability Core Methodology within each functional
area to include all managers and employees.
The Result
The IT Department received 2 customer service awards
within the first 6 months after implementation. Later that year, they
demonstrated customer satisfaction improvements and an increase in overall
morale by 25% based on a standardized University climate study. They also
achieved a 35% increase in trust in leadership. Five years later the department
has continued to sustain customer satisfaction improvements, increased
productivity based on projects completed, and increased retention of key
talent.
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Major BioScience Manufacturing Plant
Background
The BioScience California plant had a history of being one of the most
successful plants in this “Fortune 500” organization, producing
Recombinant Factor 8. As demand grew over the years, considerable
capacity had been added. However, this Western Regional plant found
itself in a dilemma affecting its future. Based on competition and
advancements in the industry, Recombinant was being replaced by another
product developed elsewhere in their own organization. As a result, this
plant’s capacity exceeded production requirements.
The handwriting on the wall was clear: within two years costs and
headcount needed to be reduced or another role for the plant needed to
be found. For the plant Senior Leadership Team (SLT), this meant a decision
to either:
- Shut down current suites as production continued to be lowered; or
- Develop the organization to add or change suites for accommodating
contract manufacturing and prepare for future internal pipeline products.
The easy solution was to reduce the number of suites, but this would have
had a major negative effect on employees, resulting in job loss and lowered
morale. Preparing the organization to satisfy the requirements and
competitive challenge of contract manufacturing meant making major
modifications to the organization related to costs, processes, marketing
and sales capability and changing the mindset and culture of the
organization to accommodate this new direction. The SLT unanimously
decided to take on the challenge of transforming the plant.
The Leadership Challenge
Coming off years of focusing primarily on driving the success of the
Recombinant product line in a supply constrained market, the SLT realized
the need to prepare the organization for a demand constrained market and
manufacturing other new products. They were going to have to become
much more effective at keeping the organization focused on its new
direction, improving decision making and responsiveness, and
communicating with one voice to the rest of the organization. The Middle
Management Team (MMT) would have take on a leadership role as change
agents, exhibiting more initiative to solve problems and make operational
improvements that crossed the boundaries of each department. The SLT
and the middle managers would have to work in partnership to create this
transformation if they were going to meet the deadlines of preparing the
organization for a rapid change in product, process and customer.
The SLT also had to address the challenge of retaining key individual
contributors who knew the business situation was changing and who also
were watching their peers move on to competing organizations in the area.
The Solution | Developing the Organization for Change
The SLT realized that they did not have the skills and experience to
undertake the required transformation, so they retained IMPAQ to
introduce The Accountability Based Leadership program. This program
addressed topics of Change Leadership, Performance Management, Team
Leadership and Personal Accountability. One of the most important
components of this leadership development series was a two-day working
session focused on building high performance teams, improving
performance execution and achieving critical deliverables.
During the annual plant shut down, all members of the SLT and MMT
participated in The Accountability Leadership program to prepare them
for change. The program included technical training as well as assistance
in developing communication skills and an understanding about
personal accountability.
The SLT created a Vision of Leadership which represented how they would
need to change their executive leadership role to align with the new
contract manufacturing business model.
The SLT broke into sub-teams to develop action plans for making
improvements. The team quickly realized that they had to change
their “habits” of performance execution as a team rather than just
individually. Alignment and demonstrating that they could “walk the
talk” would be critical.
While the strategic planning process had previously identified 37 different
strategic goals, the team quickly learned that commitment and focus could
not be built across such a wide variety of goals. As a consequence, the
team narrowed the focus to 6 key priorities:
- Reduce costs;
- Develop capacity for contract manufacturing;
- Compliance with FDA, reducing observations by 40%;
- Improve customer fulfillment;
- Increase cash flow related to inventory;
- Prepare and develop the culture for change.
For each of these target areas, one SLT team member took the lead and
developed a project plan for achieving the deliverables associated with the
target area. Using the principles of “shared accountability” every person on
the SLT was responsible for the success of all six target areas. The SLT
reviewed each project plan, gave input and eventual agreement with the
final project plan. The SLT as a whole was responsible for monitoring the
progress on each project plan and assisting in resolving any obstacles or
conflicts that would block success.
Finally, they identified areas where they needed to improve relationships as
an SLT and rated themselves in each of 15 areas.
Addressing conflict, meeting effectiveness and challenging one another
turned out to be keys for moving the whole team forward.
The Middle Management Team went through a similar process, identifying
four areas for improvement including:
- Accountability (both personal and shared accountability);
- Meeting Effectiveness (all meetings in the plant);
- Open and Honest Communication;
- Project Management from an execution standpoint.
Outcome Summary
As the SLT and MMT worked on their top six priorities and selected success
factors, they tracked monthly “leading indicators” which were selected
based on their ability to predict achieving key milestones and hitting major
performance goals. At the end of 9 months, 75% of the 21 Success
Factors for effective performance execution improved with 57% being
significant improvements. Improvements in performance execution
contributed to the following business results:
- 20% reduction in unit costs
- $17.3 Million positive manufacturing variance
- Reduced raw material inventory by $10 Million
- Improved release cycle time for BD’s and final container by 6 days
(from 33 to 27 days)
- Reduced the number of FDA observations from 17 to 3
In The Words of the SLT
“We learned that Accountable Leadership is more than having goals and
targets and insisting on individual accountability to achieve results. We
needed to be a unified team focused on performance execution and
collaboration between our different functional areas to be successful.”
“By having a systems approach to leadership we were able to track our
progress toward measurable outcomes so that if we were off track, we
could get back on track to achieve the goals we desired. We also
discovered that when we were focused and clear in direction, we could
lead this organization to achieve even better results than planned.
Ultimately, it was everyone in our organization that represented our
success and it was our job as an SLT and MMT to lead the effort and
continue to prioritize group and individual accountability.”
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Nuclear Plant Improvement
Synopsis | The Situation
The nuclear plant was ranked in the lowest INPO quartile and wanted to
increase Accountability in the organization in order to move up. Safety
problems, outages and other issues were continuous; people weren’t being
accountable to processes and procedures already in place. Management
had tried just about everything they could to address the problem. The
senior team purchased three different books on Accountability in an effort
to build Accountability internally. They found “The Accountability
Revolution” to be of most interest and called IMPAQ for assistance.
Summary | Our Work Together
Started with the Technical Services leadership group and emphasized
cross-functional leadership which they were not used to doing at all.
Initially, the team would arrive at clarity on an issue but then go into
paralysis by analyzing the solution to the extreme. This produced solutions
that were overly complex and created even more confusion at the
operating unit level.
The leadership group began to take ownership for the whole department
not just their individual silos. They discovered similar problems across
units and began to work on them together rather than take a more
fragmented approach.
The CEO was actively involved in the initial working sessions and stated
that although he thought he had seen just about everything in the
industry, nothing had been nearly as successful as this approach.
6 Month Results
- Average repair costs are down.
- Improved recordable and loss time rate related to safety issues
from 2.02 to 1.58 (22%).
- Improved quality of Operability Determination –outstanding
issues reduced 40%.
- Average corrective action (items) went down from 900 to
114–never been below 120.
- Number of control room deficiencies down by 25%.
- Corrective maintenance backlog down by 25%.
- Reduction in AR backlog down 700–100.
- 79% of their success factors improved and 46% improved significantly.
Quotes from the CEO and Chief Nuclear Officer
“We have the best and the brightest working in the nuclear industry.
They bring to the table the ability and potential to achieve excellence.
IMPAQ and Agreements for Excellence have unlocked that potential at
Energy Northwest resulting in improved Nuclear Regulatory Commission
and Institute of Nuclear Power Operation performance.”
– Vic Parrish–Energy Northwest, Richland WA
“You never know what the next challenge will be in the nuclear utility
industry. Your organization must be responsive and focused in dealing
with it. Working together as a team must be a natural behavior.
IMPAQ and Agreements for Excellence enabled us to achieve that
level of performance.”
– Vic Parrish–Energy Northwest, Richland WA
“I serve on industry boards and panels who routinely review nuclear utility
operations and performance. When nuclear station performance falters,
resulting in increased NRC scrutiny and declining INPO performance,
we often find that the departmental teams failed to hold each other
accountable. IMPAQ and Agreements for Excellence will change this
behavior in any organization.”
– Vic Parrish–Energy Northwest, Richland WA
“I have personally experienced taking an organization from bottom
quartile performance to top quartile performance in a few short years.
IMPAQ and Agreements for Excellence enabled us to achieve that
level of performance. More importantly, it has enabled us to continue
to improve!”
– Vic Parrish–Energy Northwest, Richland WA
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Leadership and Delivery Model–Worldwide IS Division
Company Situation and Drivers
The XYZ Group (16+BEuros revenues; 115.000++ FTE’s) is active in 170
countries across the globe. As a vertically integrated company, XYZ notably
controls 70 production factories producing equipment goods addressing
B2B, B2C and B2E market segments.
To support the accelerating pace of its global business ambitions and
competitive pressures, the company started in 2002 a major organizational
transformation, evolving from country based to a matrix mix of product
lines, regions and support functions.
Accordingly, their “IT/IS” (1350 FTE’s, 4 Data Centers) aligned its
organizational design. Coming from separate IT organizations in each
region, they progressively adapted a global centrally coordinated model,
with a mirror-image IT function in each of their regions: North and South
America, Europe, Asia and Middle East–Africa.
While the percentage of total IT spending centrally controlled by HQ CIO
moved from 10% to 95+%, IT/IS’s management team started addressing
4 key recurrent generic objectives:
- Increased Efficiency (through synergy and scale benefits
of Centralization),
- …without undermining Effectiveness (Product Differentiation and
Services Innovation; Anticipation of and response to either global
or local fast-changing business needs).
- Modify the mix of investments by reducing allocations to
“Commodities” while tripling the percentage dedicated to
“High Value Business Focused Applications”,
- and simultaneously improve overall productivity ratios by a
minimum 10% per year.
These objectives were rapidly declined in a number of distinct initiatives:
- A short, middle and long term “Convergence” plan still in progress,
to reduce technical dispersion (number of technology constituents and
providers), identify “High Value Business Needs”, promote technology
and applicative consistency WW and insure aligned on time availability
of necessary competencies in adequate geographies;
- Infrastructures outsourced globally to an “ESP”;
- A Global architectural blueprint managed by global architects on behalf
of IT governance in joint IT/Business committees;
- All Application Development and Evolutions governed globally in
“Business Domains” with a focus on “Master Applications” being the
de facto standard for all the company.
Accordingly and to coordinate the overall, a governance and architectural
framework was launched in mid 2005 as being XYZ IT/IS’s “New Service
Delivery Model” (NSDM).
The New Service Delivery Model’s (NSDM) Challenge
Coming from a country based and moving to a global “NSDM” required
IT/IS’s both Leadership and Middle Management to rapidly change their
patterns of work and behaviors. The inherent and on going execution
difficulties linked to its deployment brought XYZ’s CIO to ask for IMPAQ’s
intervention early 2006.
IMPAQ’s Engagement | Starting March 2006
a) The engagement started by an initial assessment conducted both in the
US and Europe to
identify the execution problem(s) and the calendar of
the various steps to address them.
Three major observations surfaced:
- The model wasn’t exactly clear enough for all of the IT/IS members
and managers;
- More importantly, even when understood, people still didn’t know
how to practise it (or behave) within the new dimension of
transversal geographically dispersed teams;
- And finally, coming from a vertical organization, the IT/IS’s various
levels of management had not yet identified the new common
shared values, behaviors and roles which are the basic attributes of
“team building” and leading organizations.
As a consequence, one of the identified objectives was to move managers
from challenging the model itself to questioning how to implement it more
effectively; and to evolve from a vertical silo oriented approach to one of
shared accountability for results across teams, functions and vendors.
b) The first step was to form a “Leadership Team” (a smaller group than
the initial IT senior
management group) who was to meet regularly and
guide the process; and to strategize
the role of the team and directions
for the middle managers.
Two distinct working sessions–2/3 days each (from June 2006 to
March 2007), enabled both the Leadership Team and Implementation
Teams to define…
- A compelling vision of what success would look like;
- Their 5 top priorities, like “Speaking with one Voice” for the
Leadership Team;
- Their associated “Key Success Factors” describing the new ideal
habits of performance execution as a unified management group
and a self assessment of current performance against the ideal;
- Their “interaction agreements” such as how should/will we work
and recover together;
- And finally, baseline measurements for each of the above that
would be monitored and evaluated over time for “improvement
and effectiveness”.
c) These processes were then deployed, reviewed and progressively fine
tuned, both to
ensure adjustments were producing results and to adapt
with new emerging requirements.
An “NSDM Risks Factors and Mitigation Plan” covering most of their
execution critical aspects (such as “Standardization of working
environments”, “Critical Capacities Planning with Recovery Plans”
and “Mandatory Program Management Skills”) was implemented;
and “Leading Indicators” were deployed on top of already existing
“Tracking Indicators”.
d) The perimeter was then expanded to
- A breakdown of trust between different regions and IT/IS's primary
external partners resulting in heavily penalized collaboration across
the organization;
- And to the 10/15 top projects of their Application Development
Portfolio equally suffering difficulties: late deliveries, budgets being
exceeded, functionalities misaligned with initial plan, etc…
e) Simultaneously, IMPAQ’s approach was applied to XYZ’s relations with
their major ESP
where “over-reaction” and “Contract Management”
was the usual way to address the many
on going critical issues.
“Relationship and Demand Management” was progressively
promoted
and incidentally extended to IT/IS’s relations with their company’s
various
internal users and Support Functions (Marketing,
Manufacturing, Supply Chain, Finance,
etc...).
Obtained Results in July 2007 | And next steps
After 15 months of IMPAQ’s involvement (roughly 6 working sessions
of 2 days each plus one hour conference calls every 2 weeks), various
improvements were recorded:
a) The first segment relates to how they now practice the “NSDM”:
- Trust and Respect, especially with regard to decision making and
delegation, is considered a major improvement. Almost all teams
report team spirit and teamwork to be high and the challenge(s)
now most frequently to be outside IT/IS’s boundaries.
- Moved from having to explain and justify the “Service Delivery Model”
to full cooperation, use of it and appreciation for middle managers.
- Across functions alignment: Most efforts are now focused in a unified
way on the difficulties of the new technologies and business challenges.
- The “Leadership Team” publishing decisions regularly is receiving a
90+% positive rating; and Self-Assessment of Middle Manager Success
Factors of Performance Execution improved by a 70% increase.
- Progressively improved “Relationship and Demand Management”
with their major ESP.
b) The second resumes specific measurable results. 70% of their most
important “Success
Factors” for more effective execution have improved
by an average ratio of 65%, translating
into significant outcomes:
- As evaluated in July 2007, collective moral is high and Productivity
Improvement Ratios are met, both in spite of two unexpected budget
reductions during the past 18 months.
- Infrastructure and Working Environments major non conformities
(heavily penalizing operations when we started the engagement)
were significantly reduced, due to jointly shared more accurate
“Critical Capacities and Recovery Planning” with their ESP .
- As a consequence and for the first time since long, “Operations
SLA’s” are currently exceeding 2007 objectives.
- In a context where their number of projects was progressively
reduced from 1300 to 250, the entire Project Portfolio is now under
control, with conformity to the “Enterprise Architecture” as a
mandatory pre-requisite. A significant achievement.
- Recently implemented “Leading Indicators” are also lowering project
risks while enabling faster implementation.
- Within this portfolio and to start with, 13 of their 30 most important
projects (representing close to 70% of their annual project budget)
were selected, all directly aligned with major business ambitions
(Supply Chain, Marketing, Business Intelligence, etc..).
- The first six are now on time and budget while meeting expected
deliverables; and conformity with targeted KPI’s has improved by
50% for the other 7 projects.
c) Next Steps: From now on (July 2007), the expected plan is notably to…
- support agreed upon recurrent processes of coaching, guiding and
empowering “IT/IS” management while the company is streamlining
its entire organization;
- and to focus on the more on risk “transversal - multi-internal users”
portion of their project portfolio, where getting each to specify
precisely enough their respective needs and even more, to agree all
together on the largest–not the smallest–possible common
denominator is considered one of the next challenges to be addressed.
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Regional Call Center–Global Electronics Company
Synopsis | The Situation
The Customer Call Center (CCC) had been engaged in some improvement
projects for over a year when they called us, and although those projects
yielded some good successes, the company still faced significant
accountability problems with regard to handling customer complaints and
working collaboratively across departments. In an effort to provide better
customer service, the company developed many tools designed to help the
Customer Service Reps (CSR) serve the customer. So many tools were
developed that there was confusion about the tools, and as a
consequence, most of them were not used effectively. The company
engaged their own internal change agents from corporate headquarters
and they discovered that too many metrics, stated goals and audit
requirements were distracting employees from a “customer first” priority.
Other challenges that surfaced were:
- Teams and functions were operating within silos
- Job role definitions within teams and across the organization were
restricting the ability of the CSR’s to respond quickly and flexibly to
customer issues
- CSR’s seemed to know and understand their own and team’s goals,
but not organizational goals
- Managers were managing and not leading their teams, and were
reinforcing the silo mentality
Management brought in a Customer Service Training program which
had some positive effects, but true accountability for owning the
customers’ complaint and effectively and quickly resolving those
complaints was not happening.
The Request
The client had worked with IMPAQ several years back and they asked us
to develop a training program for the entire call center population to
address the accountability issues. The client felt that if the CSR’s were truly
engaged, defined their own concepts of great customer service and then
held themselves accountable to meeting those concepts, then they would
achieve the improvement in customer satisfaction scores that corporate
was demanding. Corporate had set a goal of customer satisfaction scores
in the 8’s and higher. (Several branches of the organization including
production and accounting had already been outsourced overseas and top
management was looking to possibly outsource this function as well.)
The Director of Call Center wanted her leaders to demonstrate greater
consistency in how they were managing employees and more
professionalism. Many people had been promoted from within and were
having a hard time stepping into a leadership role and away from an
individual contributor role. There was also a lot of “hallway”
quarterbacking and second guessing of management decisions.
Summary | Our Work Together
We began our engagement with a series of group and individual interviews
and we came to the conclusion that a training solution for the general
population was part of the answer, but the bigger issue was that the
leadership team needed greater Shared Accountability for owning
customer satisfaction and needed to provide greater focus and clarity on a
few select improvement goals. (The Call Center was spinning its wheels
working on too many improvement goals at once and not gaining traction
on any of them.)
We facilitated Agreements for Excellence® (AFE) for the Leadership Team
emphasizing cross-functional Accountability. The Team began to take
ownership for the whole Call Center not just their individual departments.
The team identified twenty-three Success Factors to improve performance
execution and selected four of those to work on as team improvement
projects for the next six months. The top four Success Factors were: 1) Solicit,
understand and act on customer feedback, 2) Alignment and focus on top
organizational priorities, 3) Effective hiring, and 4) Clear understanding of
other team’s roles and goals. In the session, sub teams were created to
develop improvement projects for all four areas and the groups met on a
monthly basis to work on these projects. The team also created a Team
Interaction Agreement on “Holding Ourselves and Others Accountable.”
In addition to doing their own improvement work, the Leadership Team
was committed to having each and every employee attend IMPAQ’s Power
of Personal Accountability® Program and we spent several hours
strategizing how the leaders would roll out the program to their teams and
how they would follow up with their employees once they had gone
through the program. There was tremendous alignment in making sure
employees knew this program was important and setting up the schedule
of the program so employees could attend the program without having to
worry about their daily responsibilities. The Leadership Team decided that a
representative from the group would kick off and conclude each session,
but that they would not attend the sessions with their employees.
The focus of the Power of Personal Accountability® Program was to help
employees gain a new perspective on accountability, to develop ways to
work more cross functionally to better serve the customer and to look at
their own roles in providing superior customer service. The leadership team
all went through a short version of the Power of Personal Accountability®
Program so they could be on the same page as their employees. The
Director of the Call Center did the introduction and came in for the
conclusion for 10 of the 13 sessions we conducted. When she couldn’t
attend the session, she assigned another member of the leadership team to
fill in for her. (This was a critical factor for conveying the importance of the
program to the employees.) Each session had up to 30 employees and we
mixed people up so they had an opportunity to meet and work with
employees from different departments. At the conclusion of each session,
employees worked in sub-teams to identify strategies on how they could
keep the work going and what support they needed from management to
keep the work going.
Results | Anecdotal and Measurable
The Leadership Team met six months after their initial Agreements for
Excellence Program to track and measure their results and to create new
improvement projects. They achieved a 61% improvement in Success
Factors overall; 17% of the improvements were general improvements and
44% of the improvements were significant. The group identified 25
General Improvements including:
- Improved teaming and trust between functional teams
- Much better understanding of each team’s roles
- More open dialogue on teams and across teams
- Much improved hiring process and bringing on new talent that were
of a very high caliber
- More ownership by Customer Service Reps for customer satisfaction
- Better balancing of workloads on teams
The group also identified 16 Measurable Improvements including:
- Customer Satisfaction Scores consistently over 8.0 (This call center
was the only region that was consistently above 8.0 in all metrics)
- Getting to an 8.6 in the metric, “getting to the right person”
- Each month, every team is doing an activity to reinforce the
accountability concepts
- More shadowing and attending other team’s meetings
- Getting consistently good reviews and accolades from the sales team
The company conducted a pulse survey of the employees four months after
the Power of Personal Accountability® Sessions and over half of the 225
employees responded. Some of the key results were as follows: 63% of the
respondents noted that they had observed performance or attitude
improvement within their teams since the session. 55% of the respondents
reported that they have observed performance or attitude improvement
across teams since the session. 81% of the respondents said they had
taken some action steps to improve their accountability or performance
since the session. And 60% of the respondents reported that they had
observed their manager taking action steps to improve his/her
accountability or performance since the session. 84% of the respondents
reported that problems are getting resolved in a way that better improves
customer service, improves quality or reduces time.
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