Real challenges. Measurable impact.

The full story

Tina is a highly skilled, key leader of a large department. She also has obvious leadership deficits. Fiercely protective of her team, she frequently spars with her superiors, and H.R. receives a continual escalation of complaints from those on her team.

Eventually her H.R. director arranged and paid for an executive coaching program. The message was clear: coaching is Tina’s last chance before termination.

What we targeted

Based on her pre-coaching executive assessment, we target three executive competencies:

1. Executive communication, with organizational leadership and with her team.
2. Emotional intelligence, particularly self-awareness and anger management.
3. Decision-making and problem-solving, specifically finding and implementing solutions to her team’s needs.

The investment, and the result

Her short engagement cost her organization less than $5,000, far less than the expected value of a 10% improvement in just one of the three areas. We improved all three. Her organization gained a valuable leader and was spared severance, a possible legal claim, and the cost of recruiting and training her replacement.

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The full story

A critical unit in a prominent hospital was losing far more nurses each year than the national average attrition rate of 17.6%. The financial and morale cost of each departure was staggering.

The numbers

Average turnover cost, one staff RN

$60,090

Average time to recruit an experienced RN

78 daysrange 56 to 102

Average annual hospital loss from RN turnover

$5.19M

Each percentage point of RN turnover

$295Kcost or saved, per hospital, per year

2026 National Health Care Retention & RN Staffing Report: 527 hospitals, 40 states, 262,405 RNs.

The result

Retention improved, not by one nurse that year but by many, and the lower attrition rate persists year after year, saving hundreds of thousands yearly.

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The full story

A founder reached out for help. She and the team that started the organization are still at the helm, but they are beginning to fray. The organization has grown to the point where some who hold a top position are no longer suited to the growing demands of their role. This is where things get tricky, and where an organization can suddenly unravel.

Our intervention

Michael Gerber, in The E-Myth Revisited, writes that every healthy start-up needs an entrepreneur, a manager and a technician. Using our assessments, we began by identifying which of the three is the founder’s strongest suit, and where she might be holding the organization back by working against her true strengths.

What we uncover

We ask the same questions of each top leader:

• Is she using her time in the best way, and does she delegate often and wisely?
• Is she slipping into either extreme: micromanagement, or ignoring what is happening?
• Does her executive team need team coaching as well?
• Are there better-aligned tasks for her in this 2.0 stage?

Together we uncover the choke points, enabling a growing organization to move beyond the common founder and leadership-team challenges and prepare for the next level of growth.

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