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A major telecommunications company in Australia identified a need to provide some mentoring for their Executive Assistants. Emerge Consulting was approached to design and deliver the most appropriate program to provide the desired outcomes. Involvement in the program was voluntary.
A technology organisation had to come to terms with some very radical “right-sizing” as part of a restructure that had been announced some 18 months earlier. The news had had time to sink in with most staff, but its impending implementation dredged up fear, resistance and even hatred of the management team.
A very large Marketing and Public Relations practice was in need of some mindfulness training to assist them in focussing their wild, creative energy to maximise the talent of their people and deliver to their client’s high quality and turnaround expectations.
After surveying the field, they decided to engage a consultant for their Sydney team, and insisted on a local consultant for their Melbourne team in order to keep costs to a minimum. In Melbourne the work was performed by Emerge Consulting.
A substantial company engaged in the telecommunications industry was seeking to engage a delivery organisation to assist in the roll out their Frontline Leadership Program (FLP).
After much deliberation and evaluation, they chose Emerge Consulting as one of the key delivery providers, owing to the vast industry experience held by some of the Emerge team, plus the positive testimonials from satisfied clients.
A senior manager at a major transport hub had been identified as a candidate for big things in his career, including a potential executive role. He had a large portfolio of responsibilities, but was considered a little too “detail focussed”. It was considered that, for all his potential, he was task driven and needed to think more strategically, manage his priorities better and begin recognising the interests of the various stakeholders. In other words, he had to begin thinking less like the person he was and more like the executive he wanted to become.
A state government technology organisation had historically recruited its management team purely based on their technical expertise and indirectly, at the expense of customer service skills.
The organisation wanted to also change their culture from a passive stance to a more proactive one. To make that change, the former shortcoming in skillsets needed to be addressed.
A large Australian-based organisation of 360 staff was not performing to its past optimal levels. Management encouraged staff to talk openly, to be creative, proactive and innovative, but there was no evidence that this was actually working or being taken up so they undertook to conduct a cultural snapshot survey to establish exactly what was causing the dysfunction.
