Jeff’s organization is in constant go-go motion.  It’s fast-paced, it’s hectic, it’s results-oriented. As CEO, Jeff worried that the constant reaction to crisis prevented good communication and development of long-term strategy. At times, his leadership team worked at cross purposes because the right hand didn’t know what the left hand was doing.Michele says: “We started by carving time out of Jeff’s schedule to work on his own vision for the organization, and focus on what was working as well as what wasn’t working.  From there, he could set goals, expectations and intentions. Clarifying his goals allowed Jeff to be in a better position to relay them to his team, and let them spread the vision throughout the organization. We also instituted a regular senior staff strategy process which helped smooth out the chaos and prevent problems.”Outcome: The organization has been able to grow by 25% with a drop in team burnout/turnover and a significant increase in effectiveness.

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