The key to building a culture based on Trust and Personal Responsibility is getting all employees to be committed to the organization’s Vision and the Values That Build Trust.
“The pivotal point of attending a three-day seminar with Dianne Durkin as part of my MBA studies at Plymouth State University, was realizing I was not what I perceived myself to be as a supervisor. I took the class because I needed to learn how to deal with two employees who were having performance issues – the seminar provided me with concrete, results-driven management style directions and made me realize that my management was as much a problem as my staff.
“The class ended on Sunday – and by Tuesday I had the HR escort those two employees out of the building. The change has been tremendous in this 271-bed hospital which provides both in and out-patient services -- it is paradise here now. The internal change within me as a supervisor has changed everything around me. The staff takes me more seriously because I have established authority. I am respected – and employees respect each other. This has transformed the workplace to a 100 percent positive workplace – free of any negative behaviors.”
Marcelo Castro, RRT-NPS, RN, BSN
Caritas Holy Family Hospital
Supervisor of Respiratory Care/PFT Lab 70 East Street, Methuen MA 01844
Services Revenue Increases by 70%
A $200 million software company hired a new vice president of customer service to manage a 700-person customer service department that had been without significant leadership or strategic direction for more than a year. The new executive was faced with a need to build morale and a goal of increasing services revenues by 50% within 18 months.
Ensuring a Successful Merger or Acquisition
It is estimated that 80% of mergers and acquisitions that occur today fail to meet their initial expectations. This failure rate has been attributed to a lack of concentration on a key aspect of the integration process, cultural integration. Loyalty Factor works with firms undergoing a merger or acquisition to address this critical aspect of the integration process and ensure the growth and prosperity of the new entity.
A large New Hampshire-based architectural firm wanted to grow its business by expanding its geographic base to include a fast-growing metropolitan area. The firm decided to acquire a smaller architectural practice located 1,500 miles away in northern
Client comments from our various training programs:
"I've been to a lot of these programs, this was the best I've ever attended. Dianne has an incredible knowledge base and gave me new techniques that I've not learned before. Excellent program."
"Good material for coaching us, making us change our way of thinking in order to become effective, successful managers."
"Coaching techniques were very useful."