Executive Advising
A newly appointed president of a business-to-business division of a major U.S. firm inherited an organization whose morale and motivation had been depleted by its preceding leader. Leading a business capable of rapid growth, but having never run a large organization before, this client worked intensively with Bova Enterprises, Inc. to understand his own leadership style and develop initiatives for effective leadership through managerial accountability and stronger organizational design.
A top sales executive, breaking into a new devision as regional vice president of a financial services company, utilized BEI as a trusted advisor over several years to help restructure their organization and develop stronger team skills amongst their direct reports. BEI also developed and conducted client surveys and customized interventions as a result of those findings. Productivity and profitability increased exponentially in the first year of the client relationship and the client soon rose to the rank of president.
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The Leadership Exchange:
A 4 Pronged Approach to Executive Leadership
•Mentoring
•Perspectives: Customized Developmental Seminars
•The Task Team Assignment
•Tracking and Metrics
Bova Enterprises, Inc. has advised many clients through organizational and managerial challenges. Here are some examples of how we have helped executives and their teams reach maximum potential.
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Leadership Development Training
Senior Executives of a Fortune 100 company were concerned that some members of their emerging executive talent pool lacked a full understanding of the corporation as a whole and needed to expand their ability to take more risks. BEI customized and applied a Leadership Exchange Executive Development System for the client. Thirty high potential executives participated in a program that focused on coaching, mentoring, customized workshops and guest lectures. The program targeted problems specific to the firm, particularly risk taking, the development of individual leadership capabilities and creating a network of professional relationships across business unit boundaries.
Organization, Team and Talent Pool Development
The president of the European Division of a U.S. Consumer Products Company was planning to create a Pan-European workforce and needed to move people throughout Europe. BEI studied the executive roles in six of the European subsidiaries and identified how to scope and complexity of work for similarly titled positions varied dramatically from country to country. Based on these finings, BEI recommended that the company revisit their talent pool development and succession planning strategies.
The senior vice president of a world wide accounts payable function called on BEI to study its operations which ran 7 days a week, 24 hours a day, at three locations on three continents. Cultural and work style differences among these sites reduced the organization’s productivity. BEI designed a team building seminar based on the DiSC behavioral style indicator and programs derived from work on cultural stereotypes to help management and staff develop a greater understanding of their differences and improve their workflow.
Client was President and CEO of a U.S. Consumer Product Company. Major initiatives were underway by the parent company for the purchase or merger of this company. In an effort to insure preparedness, BEI worked with him to embark on a project studying the top 9 roles in the company across all functions. The result was an in-depth understanding of the organization and how work got done. BEI provided scenarios for the restructuring of the company in order: 1) to become more attractive to investment bankers, and 2) to allow for its business growth strategy. BEI furnished recommendations for improving the alignment of critical business functions and strengthening managerial leadership and accountability. BEI also developed a mechanism for implementation of the recommendations, which ultimately resulted in the client’s knowing how to sustain the improvements.
