Making it possible.

It’s hard to adapt to change. Now imagine having to implement a change across a large group of Doctors, Nurse Practitioners and Physicians Assistants in different specialties, locations and schedules. That’s exactly what an internal leadership team at one of the largest healthcare organizations in the Pacific Northwest faced when rolling out a new initiative that would fundamentally change the way they worked together. It was a revolutionary program. Yet the group lacked the specific skills for clear, effective communication and change management to make it happen. Enter Clarity.

We first met with the team that developed the new program to understand the background, current state and proposed changes. After facilitating a series of mini workshops, we helped them create strong messaging points, hone their communication skills, and align on presentation best practices to effectively launch the new initiative. Then we worked together on approaches to roll-out the new program and manage through the changes effectively.

When employees leave, it’s taxing on those who remain. Which is why it’s not surprising that when a government group experienced extensive turnover, the remaining staff was stretched thin and showing signs of burn out. That’s why when the leader reached out to Clarity Consulting Group to assess his team and help create a more supportive environment, we were happy to help.

 We began by conducting a SWOT (strengths, weakness, opportunities, threats) analysis to ascertain the current state of the team and its future potential. After designing and facilitating  team-building workshops, we enabled each member to learn more about one another, forge stronger relationships and build greater trust as a team. This laid the groundwork for a more positive, productive, and effective work environment and the team was better able to navigate the challenges they were facing. In addition, this engagement led to an ongoing client relationship in which Clarity continued to support this leader and his team with a variety of initiatives.

Some CEOs work their way up the ranks slowly but surely. Others can be thrust into that role. Such was the case with the founder of a clean energy company who, when his business quickly took off, soon found himself running it with little experience as a CEO. He initially reached out to Clarity Consulting Group for Executive Coaching to create structure and strategies to hold people accountable. The more we talked it became apparent that a combination of coaching, organizational and leadership team development was needed to achieve the client’s goals.

We know that change can come from the top, or through a more effective approach: employee feedback and engagement. As expected, we learned everyone in the company was experiencing growing pains from the quick success. The leadership team had expanded, yet it wasn’t clear who owned what. While they had a solid set of shared values, they lacked organization and processes to implement them. We quickly set to work leading sessions with the leadership team to clarify goals, roles, and processes for both their own team, and the organization as a whole. This included creating “Tiger Teams” to address management issues that the organization wasn’t large enough to have dedicated departments for such as: DEI, Onboarding, Back-to-Work, and Budgeting. We also helped them plan a full-day all-hands offsite to communicate new organizational goals, along with action plans for HOW they would get there. In parallel, Clarity supported the new CEO through ongoing executive coaching, as well as consulting with the leadership team on organizational restructuring and management best practices to adapt to their changing reality.