Speed Lead Process: Success Stories

Here are just some of the success stories about using the tools and techniques you will find in the book, Speed Lead. Please tell us about your successes using the Speed Lead (TM) approach and we will add the best to this site.

“Being the line manager in the remote simulation was a great learning experience for me. The concept of “Community Decay” was so powerful I have built it into my team kick-off event and communication plan. My latest kick-off was much more focused and the team seems to be coming together much quicker this time.” VP Operations, Software Industry

“Using the Community Decay kick-off process , I can reduce the cycle time to deploy a solution from 11 days to 8 days. This will deliver more deployments at lower costs. This gives savings of 30% on each deployment on a typical team size of 18 people or alternatively more activity for the same cost.” IT Manager, Pharmaceuticals

“It’s clear that I had not kept the balance of control and autonomy up to date in my team, they had more experience now and were quite capable of making decisions, but I had not changed the way I managed them. We used the “waterline” concept to redefine the balance. I now get far fewer calls at home; people make local decisions themselves much faster.” Operations Manager, Banking Sector

“Communications was highlighted as a weak point in my team during our annual opinion/climate survey. Following the training and implementation of the communication planning tool, satisfaction with communication increased by 25%. People in the team felt like their comments were really taken seriously.” Manager, Semiconductors

“Our weekly audio conferences used to be disorganized and cover too many topics that were only of value to a small number of the participants. I implemented the “clustering” idea from the program; we now have much more focused calls concentrating only on issues relevant to our cluster. The “whole team” calls concentrate only on information that is relevant to all of us. I estimate we have saved an average of 30 minutes per week each for my team of 15 people – that’s over 10 weeks of time in each year!” Global Sales Manager, Chemicals

“I was managing my whole group spread over two locations as if it was one team and spending lots of time trying to get people to talk to each other and cooperate. I always felt bad that there was not more ‘team spirit’. I realized that there is little interdependence between the two locations or the individuals who work there. What I have is a group, not a team. I focus now on group management techniques, which work really well. The frustrating team meetings we used to have where the only thing they shared was boredom have been replaced with local meetings, which are much easier and cheaper to arrange.” Marketing Manager, Pharmaceuticals

“After my US colleagues went on the course it was clear that they were feeling much more aware of and part of the global community, I found them more responsive and they initiated more contact with us. As a result of discussions following the training we, for the first time, used European staff to provide MIS cover to the US over the Thanksgiving period. The time off with their families was much appreciated by our American colleagues and they now feel even more part of the team. I haven’t calculated the overtime and call-out savings yet, but they must be considerable.” MIS Manager FMCG Company


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