Challenge: The company struggled with persistent cultural challenges, including internal conflict and poor collaboration between the sales and service teams.

Underperformers were retained without accountability, placing an excessive workload on high-performing employees. The absence of turnover fostered a stagnant and unproductive environment, negatively impacting morale.

Solution:

• Introduced a management operating system for the leadership team, including the establishment of Key Performance Indicators (KPls) for accountability.

• Set clear performance standards and expectations for the sales team.

• Terminated the lowest-performing sales representative and implemented
  Personal Improvement Plans (PIPs) for other underperformers.

• Restructured and downsized the leadership team while systematically replacing low performers with high-caliber talent.

Results:

• Turnover increased from 0% to 13%, allowing the organization to revitalize its workforce.

• Morale and workplace culture improved significantly, leading to greater employee engagement.

• The company achieved its best sales year to date, surpassing targets across all product categories.

• High-performing employees felt supported, and collaboration flourished, eliminating workplace drama.

Challenge: The company's culture was undermined by toxic employees who created dissent and conflict to mask their own poor performance. This behavior adversely affected team cohesion and sales outcomes.

Solution:

• Established a management operating system with leadership KPIs to drive accountability.

• Reallocated responsibilities from underperforming employees and assigned tasks requiring improved performance.

Results:

• The departure of two key toxic employees enabled a restructuring of the authority hierarchy

• Organization-wide performance standards were implemented, fostering a culture of accountability.

• Sales close rates improved by 20%, allowing the company to move into a growth and optimization

Challenge: The divisional sales team failed to achieve results commensurate with their activity levels and expenses, leading to inefficiencies and missed revenue opportunities.

Solution:

• Reassigned or transitioned underperforming sales representatives to other roles.

• Recruited and developed a new divisional sales leader and team.

• Mapped the entire sales process and established KPIs to track progress and ensure accountability.

Results:

• The restructured sales team generated over 130 new jobs and $1.5 million in new sales within its first year.

• The team integrated seamlessly with the organization, earning respect for their work ethic, character, and ability to secure new business.

• The division experienced a transformative shift, contributing to the company's overall success.