Client:
Brokerage firm

Engagement:
A senior manager was identified as a strong candidate for promotion to executive responsibilities. Notwithstanding his exemplary cost control performance, his department experienced excessive turnover throughout the prior three-year period. Executive management was hesitant to initiate the promotion until the problem had been diagnosed and addressed.

Deliverable:
The research results informed the manager that he had failed to delegate key tasks. Team members felt underutilized and sought other/better work opportunities. Compounding the core problem, the manager also recognized that his interpersonal skills, especially delivering constructive criticism, were underdeveloped.
Jeremiah Associates was asked to identify the causes of the turnover. We developed and implemented a review of practitioner roles and responsibilities, operational procedures, rewards and recognition strategies. In addition, we conducted a 360-degree feedback program for the manager, with feedback from current and past team members delivered in a facilitated team session.
The team committed to creating a regular coaching and communication schedule. Jeremiah Associates was asked to facilitate these monthly meetings and individually coach the manager for a period of six months.

Result:
Turnover was reversed in this department during the year following the intervention. At the end of the year, when the 360-degree feedback process was repeated, the manager was ranked in the highest quintile for the previously troublesome performance categories. He was promoted to Executive Director eighteen months later.

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