Applying Leadership Capabilities and Driving Organizational Change
"The key to success is when you accept your weaknesses, attack them with purpose, and realize you have true, life-changing potential."
What We Did
Setting Clear Goals
Building a Team
Create Accountability
Reshaped Thinking
New Development Tracking Methods
Key Outcomes
Increased confidence in decision making.
Actively drives organizational change.
Table of Contents
Background
Amy Eberle is a Quality Manager at Royal Engineered Composites – a manufacturer of carbon and fiberglass structures for assembly of aircraft. With a client list including Boeing, Bell Helicopter, and Northrop Grumman, Amy holds an important role at the employee-owned company. Starting with new formal education and obtaining her Associates degree mid-career, Amy regularly battled feelings of inadequacy. Despite her circumstances, Amy knew she was capable of more. She felt a fierce obligation to herself, her children, and her employer to become her personal best.
Challenges
President of Royal Engineering, Dave Arnold, saw leadership potential in Amy and chose her to run a new department. While Amy had the technical skills to take charge, she needed to focus on leading and managing a new team. Dave identified Amy’s greatest challenge was setting clear goals then building a cohesive team to achieve those goals. She had to focus on the right priorities for the benefit of the business and her team; then she had to create accountability within that team to deliver needed results.
Results
Through the Accelerate Leadership Program (ALP), Amy realized the only way to be successful was in the success of others, and that others were looking to her in their times of need. To overcome her feelings of inadequacy, Amy began tracking her negative behaviors – ultimately eliminating the self-defeating stories in her own head. As she progressed, Amy took the tracking tools she learned and began seeking out metrics that would help her measure development success for her team. Amy now manages a team of 18 direct reports and is dedicated to the development and coaching of her employees. She is a catalyst for organizational change within her company, and her ideas and actions ripple throughout Royal Engineered
"My ultimate goal was to get promoted to a Director. I absolutely loved my job, but felt that if I didn’t change, I may lose my job."
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Jody Babcock
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"...cares in equal measure for employees, members and embracing the vision of Centris as the ‘place everyone wants to work and belong."
Designing a Strategic Vision and Tracking Progress
Ralph Kellogg
VP, Human Resources