Mowi Canada West Case Study

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Mowi Canada West Case Study

Making measuring and evaluating behavior-based performance a top priority.

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“The built-in measures of ROI in dollars and team behaviorally-based performance improvements has tied perfectly into Mowi’s organizational objectives.”

– Dean Dobrinsky, VP Human Resources, Mowi Canada West
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Vivo Team and Mowi Canada West - 2 Gold Brandon Hall Group Excellence awards for Best Advance in Measuring the Impact of Leadership Development and Best Team Development Program

Company Background

Mowi Canada West, a leading salmon aquaculture company, operates salmon farms on the coast of beautiful British Columbia and Vancouver Island, where 600 people produce 45,000 tonnes of sustainable farm-raised Atlantic salmon each year. Globally, Mowi produces one-fifth of the world’s farm-raised salmon at facilities in Norway, Scotland, Canada, Chile, Ireland, and the Faroe Islands. Mowi is the first company in North America to have all of their production farms certified to the Aquaculture Stewardship Council salmon standard.

Industry:
Global Aquaculture

Solutions:
People Analytics: Vital Statistics Report™
Leadership Development Program
Executive Coaching Sessions

 

Challenges

Mowi’s ocean-based operations are spread out over tens of thousands of square miles. Many operations are served by boat and/or seaplane. Weather, particularly in winter, is a major issue. Some of Mowi’s farm-raised salmon facilities are integrated into first nations communities.

Mowi’s entire operation is team-based and each team, while operating independently, also has to be coordinated to ensure safety and efficiency.

Managers and supervisors, many of whom are fish scientists, have different levels of team and leadership skills and experience with varying levels of competence and motivation regarding effective communication, accountability, ownership, safety processes, adherence to safety best practices, and overall team performance.

Leaders have a diverse mix of experience, tenure, and technical job-related skills that influence how they lead. Due to a number of historical factors there is also a lack of common leader/team language, best practices, and processes. Recent accidents, from minor to major, and subsequent investigations surfaced the need to train leaders as soon as possible to mitigate future safety issues.

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“People are very engaged in reviewing and understanding the VSR™ findings of their own and each other’s teams. Small groups formed sporadically when results were shared and people had impromptu discussions about findings and their experiences on their teams.”

– Participant Feedback
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Approach

One of Mowi’s operating assumptions is that leader/team effectiveness is a key set of skills that are crucial to building a culture of safety, productivity, and celebration of diversity.

Mowi’s executive team determined that it is essential that Mowi have a way of measuring and evaluating the behaviorally-based performance of learning and development. This data is important for Mowi to focus on particular behaviorally-based performance areas of improvement tied to business results. The data is also important for Mowi Canada West to present clear behavioral improvements and ROI in dollars to the Mowi board.

Vital Statistics Report™ (VSR™)

Vivo Team’s proprietary Vital Statistics Report™ (VSR™) is designed to produce data on how team members and their leader are performing in the six key indicators of team effectiveness. The VSR™ illustrates the cost of lost productivity, pinpoints specific strengths, weaknesses, leader gap, and other factors contributing to the costs of lost productivity.

Teams and leaders create a VSR™ by responding to a detailed series of statements related to the 6 key indicators of high performance: Communication, Feedback, Accountability, Emotional Intelligence, Structures, and Cohesion.

The assessment takes about 15 minutes to complete and is used to identify areas where teams could use improvement in team and leader productivity.

The initial VSR™ gives a picture of how effective the full Mowi Canada West team was at the start of the program. We analyze the results of the VSR,™ report our findings to team leads and management, and together we place teams into targeted training modules. With the VSR,™ Mowi can measure and evaluate the learning outcomes and organizational impact of the leadership development program that follows.

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“The leadership program has been integrated throughout the organization. We have leaders representing every Department, at all levels of the Company, not only interacting in this process, but then taking their learnings to their teams for action.”

– Dean Dobrinsky, Human Resources Director, Mowi Canada West
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Leadership Development Program

Based on the data from the VSR,™ the program focused on Communication and Feedback. Live, virtual instructor-led training and coaching (60-minutes per session) were delivered in interleaving segments.

Each online learning session was supported with a Play of the Day (brief summary learning cues to help participants refer to, retain, share and apply new learnings on the job to support retention and application to the workplace).

Participants also have 24/7 access to a company specific learning experience platform. The platform gives participants additional online learning content to support their in-session training and is home to any session recordings, should a participant miss a live session.

Coaching Sessions

1-to-2 coaching is two coachees working with an executive coach in 60-minute sessions. During the session each coachee gets a 30-minute personalized coaching event while the other coachee observes. The roles are then switched. This technique deepens and accelerates the learning experience so people can easily apply those learnings into their work situations—a process referred to as double-loop learning.

Leaders with cross-departmental or different geographical areas can share ideas and gain key insights into how the organization works. Additionally, by observing their colleagues being coached, they learn how to coach their own team members.

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“A key strategic objective was to develop leaders and create specific talent pools with specific deliverables, and this program has fit perfectly into helping us achieve that.”

– Dean Dobrinsky, Human Resources Director, Mowi Canada West
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Results

After completing the program a VSR™ was again deployed to participants. In reviewing the new VSR™ results leaders can see the behaviorally-based changes and the ROI in dollars as a result of the training as well as areas that continue to need more improvement.

13 of 19 teams showed a DECREASE in the Cost of Lost Productivity, reclaiming $296,507 with a 735% ROI. 6 teams showed an INCREASE of $35,017.

The results across teams were not equal. Some teams improved more than others and a few teams reported worse results. The beauty of Vivo Team’s people analytics is that Mowi Canada West was able to flag teams who are high priority for development so leadership can support and develop them.

Overall

Overall result: $275,601 reclaimed with an ROI of $375%

The aggregate of all teams reported an improvement across the board in all indicators including those trained on Communication and Feedback, yielding an overall ROI of 375%.

Team Highlights

One team showed an improvement of 29% in Communication. The motivation of this team to use the skills showed a 17-point jump. The team also showed a 42% improvement in Feedback, with a 24-point jump in collaboration (the desire of the team to work together).

Another team demonstrated a huge jump in the indicators of Communication and
Feedback: 30% and 47% respectively, with another benefiting from an 18% and 16% increase.

Benchmarks for Success

All leaders engaged in the same methodology which included data driven insights, propriety behavioral learning models, and scenario based group coaching while guided by a personalized learning experience platform.

Some leaders reported that by using the skills they learned in the sessions, they cut about 30% off of the time it takes to do their performance reviews. Other leaders, upon hearing that, have made a commitment to be more disciplined in applying what they are learning.

Leaders are repeating back for clarity and accuracy and interrupting less in coaching and training sessions. There has been a decrease in misunderstanding and conflicts, particularly during the anxious time of the emerging COVID-19 crisis.

Next Steps

Based on feedback from participants and the people analytics provided by Vivo Team, the Managing and HR Directors, in consultation with the program leaders, made the decision to continue the next phase of this 2.5 year continuous learning experience with virtual instructor-led training, individual and group coaching, behavioral analytics, and access to Vivo Team’s learning experience platform. In addition, a new multi-annual program is being rolled out to next level leaders.

 

Portage College Case Study

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Portage College Case Study

Executive Team Development helps college weather the 2020 storm.

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“The skills facilitated by Vivo Team are invaluable to us now that we are conducting the majority of our business online and at home.”

– Carrie Froehler, VP People, Planning & Public Relations, Portage College
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Vivo Team & Portage College: Brandon Hall Group Bronze Award | Best Team Development Program

Company Background

Portage College is a public, board-governed college operating under the Alberta Post-Secondary Learning Act and has been serving the region for 50 years. Portage College boasts seven campus locations, which are strategically located throughout the region.

Industry:
Government Education

Solutions:

People Analytics: Vital Statistics Report™
Team Development Program
Coaching Sessions

Challenges

Portage College was in the midst of change and turmoil with a conflicted management team who had a history of poor communication and accountability.

Other challenges included:

  • Many departments, both academic and administrative, are spread out geographically across seven campus locations.
  • There had been significant shifts in executive leadership over the past two years including the resignation of both the CEO and CFO.
  • Significant budget cuts for 2020 were looming on the horizon resulting in turbulence over which programs would get cut. 

In 2019 a new President and CEO was appointed, inheriting a complicated situation amongst the management team of department deans, associate deans, and college administrative managers. The team was fractured, exhibited low morale, and had little motivation to collaborate. 

The President and CEO has been with the college for about 28 years and was promoted from within. The consensus opinion of the executive team is that she was the right person to tackle the challenges facing Portage College in the coming years.

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“The executive team is utilizing the strategies provided in the training on a daily basis for communicating and providing feedback. Additionally, leadership is ensuring that we communicate with our own teams in a similar way. Feedback that is both reinforcing and corrective has increased. We are able to “put the moose on the table” and have open conversations when addressing difficult situations.”

– Guy Gervais, Vice President Academics, Portage College
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Approach

In 2019, Portage College engaged with Vivo Team to deploy a Team Development Program for their executive team. The President and CEO formed a learning cohort consisting of all deans, managers and supervisors.

In consultation and partnership with the CEO and VP People, Vivo Team set out a course of action based on the process of people analytics in learning and development. Namely collecting, measuring, analyzing, predicting, prescribing, delivering solutions, and reporting data with the aim to optimize and improve the executive team’s behaviorally-based performance, and ROI in dollars.

The following benchmarks and outcomes were established for success:

  • Create a behavioral norms for executive team leaders to align to.
  • Develop leaders to enable them to better manage discussions, drive effective
    outcomes, collaborate more effectively and focus on execution versus meetings for the sake of meetings.
  • Improve accountability and re-align the team as they execute on a new strategic direction.

Vital Statistics Report™ (VSR™)

Vivo Team deployed the proprietary Vital Statistics Report™ (VSR™) to the entire executive team, the CEO, and the deans (29 people in total). The VSR™ illustrates the cost of lost productivity and pinpoints specific strengths, weaknesses, leader gap, and other contributing factors. The initial VSR™ results were analyzed and findings were reported based on the six key indicators of high performance.

On a scale from 1 to 100, the executive team rated itself in the six key indicators:

Communication – 64, Accountability – 66, Feedback & Feedforward – 61, Emotional Intelligence  – 64, Structures – 66, and Cohesion – 72.  Scores in the range of 80-100 signifies a skilled team.

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“The Vital Statistics Report (VSR™) analytics were very helpful in demonstrating to the College where there were areas of concern. Without the VSR™, it is not certain that the College would have recognized there were issues in those areas. The VSR™ allowed the College to examine areas and develop strategies on how to better respond to those issues.”

– Carrie Froehler, VP People, Planning & Public Relations, Portage College
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Team Development Program

The Team Development Program featured Communication and Feedback & Feedforward, two of the lowest scoring of the six key indicators. Live, virtual instructor-led training (Live-VILT) sessions were delivered in interleaving segments of 60-minutes per session. Sessions are recorded and sent to participants for review afterwards. Team members receive a Play of the Day handout that summarizes the key points presented for each
Live-VILT session.

Team members had 24/7 access to Vivo Teams proprietary learning experience platform that offers participants additional learning content to support their in-session training. They use this platform to send questions to coaches who respond with video tips, participate in polls, watch additional videos, and complete follow-up tasks. This creates a custom library of learning resources for ongoing access.

Group Coaching Sessions

The executive team was divided cross-functionally into groups of four with a Vivo Team executive coach. The objectives were to, in smaller groups, increase people’s confidence in knowing how to lead, manage, and work well with their fellow executives. Cohorts learned a specific set of competencies to support their day-to-day assessment of expectations and methods to keep team members on track with continuous interactions and behavioral feedback, feedforward, and follow-up.

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“Vivo Team training has highlighted the importance of internal collaboration and provided tools to support effectiveness. The managers involved have seen that the Senior Executives are serious about raising the bar on team accountability and leadership development. This was such a great experience and will pay dividends as we work together to roll out new cultural expectations defined in Portage’s newly minted strategic plan. The values of our college were so well reflected in the training – accountability, collaboration, inclusion, and success.”

– Nancy Broadbent, President and CEO, Portage College
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Results

After completing the program a VSR™ was again deployed to participants. In reviewing the second VSR™ results leaders can see the behaviorally-based changes and the ROI in dollars as a result of the training as well as areas that continue to need more improvement.

The second VSR™ was deployed in the last week of February 2020 when:

  • The Alberta government severely cut the college’s budget resulting in “turf wars” due to program cuts;
  • Within that constraint all department heads had to rejig their draft budgets to be in line with the cuts;
  • Classes moved online in the wake of COVID-19 concerns and instructors were straining to learn how to teach online;
  • The executive team and staff had to work remotely and meet via Skype.

All team leaders participating in training had a combined aggregate change of +3 in Communication and +2 in Feedback & Feedforward.

The results across teams were not equal. Some teams improved more than others and one team reported worse results. The beauty of Vivo Team’s people analytics is that Portage College was able to flag teams who are high priority for development so leadership can support and develop them.

3 of 4 showed a DECREASE in the Cost of Lost Productivity ($85,056 reclaimed, ROI of 228%). 1 team showed an INCREASE in the Cost of Lost Productivity of $51,617.

Overall Organizational Impact

Based on Vivo Team’s algorithm within the VSR™, the Cost of Lost Productivity in October 2019 was $1,298,939. Executive team members rated their team effectiveness at 65%, with a score of 80% or above indicating a highly-effective team.

Despite the additional challenges and under performing team, in VSR™ 2 the executive team members rated their team effectiveness at 67%, yielding a Cost of Lost Productivity of $1,258,971. This is a decrease in the Cost of Lost Productivity of $39,967.

Cost of Lost Productivity:
First Report $1,298,939
Second Report $1,258,971

$39,967 reclaimed for an ROI of 54%

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“The VSR™ data was essential in measuring our progress as a team. Prior to the program, communication and accountability did not have a structure. Since completing the program, there has been noticeable differences in the communication styles of our leaders, particularly when handling difficult discussions.”

– Nancy Broadbent, President and CEO, Portage College
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Benchmarks for Success

The team met the benchmarks through the training which included skill practice and self-reflection. Portage College has seen behaviorally-based improvements in meeting management. Leaders are now enabled to navigate difficult discussions, drive effective meeting outcomes, and are intentional about their feedback. There is still room to grow as they continue to practice the learned skills. The team will continue with bi-weekly check-ins to encourage the new behaviors. Portage is continuing to develop their skills in a continuous learning process with Vivo Team.

Next Steps

Portage College has committed to continuous learning and development with Vivo Team over the next two years with a focus on team development and group coaching sessions.

Ecora Engineering Case Study

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Ecora Engineering Case Study

You can’t improve it if you are  not aware of it.

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“Our investment has brought significant returns to our meetings, our leaders’ management styles, engagement throughout the organization, and to our bottom-line.”

– Kelly Sherman, President and CEO, Ecora Engineering Group Ltd.
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Company Background

Ecora was launched in 2010 as a forestry and environmental services firm and soon after officially expanded into the engineering space. The Kelowna, BC based enterprise expanded to 150 people over the first eight years.

Ecora offers a full spectrum of consulting services in natural resource and engineering to diverse clients in forestry, oil and gas, municipal developments, environmental, alternative energy, and other industries. They also provide services and support to meet the unique needs of multiple First Nations communities.

Industry:
Engineering & Natural Resources

Solutions:
People Analytics: Vital Statistics Report™
Team Development Program
Leadership Development Program

Challenges

Ecora’s CEO was experiencing stress and uncertainty as he watched his young new hires leave his growing, multiple location engineering company within their first 60 days. He was frustrated that his employees were not communicating effectively or understanding priorities and thought they were afraid to engage in difficult conversations.

Approach

Ecora engaged with Vivo Team to deploy a development program for their senior leadership team. In consultation and partnership with the President and CEO, Vivo Team set out a course of action based on the process of people analytics in L&D. Namely collecting, measuring, analyzing, predicting, prescribing, delivering solutions, and reporting data with the aim to optimize and improve the senior leadership team’s behaviorally-based performance and ROI in dollars.

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“I had some assumptions about where we needed help, but Vivo Team’s people analytics left no question as to where we needed to focus. They pin-pointed the issues of our teams and leaders and outlined a training plan that fit seamlessly into the flow of our workday.”

– Kelly Sherman, President and CEO, Ecora Engineering Group Ltd.
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Vital Statistics Report™ (VSR™)

The VSR™ anonymously measures how well team members and their leader are functioning together in six key indicators of highly functioning teams: Communication; Accountability; Feedback & Feedforward; Structures; Emotional Intelligence; and Cohesion. Within each of those six key indicators are measures of Competence, Motivation, and Collaboration.

The data also yields an evaluation of the Leader Behaviors Gap—the differences in perception about what the leader thinks they are doing and what their team members see them doing in the key leader behaviors that affect team performance.

The analytics illustrated that Ecora’s senior leadership team were 53% effective when working with one another, resulting in a loss of $366,600 per year, also known as the Cost of Lost Productivity (validated by University of British Columbia Statistics Department).

Team and Leadership Development Program

The VSR™ pinpointed priority areas that the team needed to improve—Communication and Structures—and live, virtual instructor-led training sessions were delivered in interleaving segments (60-minutes per session) over four months.

After each session participants received recordings for review. Team members also receive a Play of the Day handout for each Live-VILT session. The Play of the Day is a summary of the key points in a particular session.

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“Vivo Team is an effective, responsive, and highly engaged partner.”

– Kelly Sherman, President and CEO, Ecora Engineering Group Ltd.
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Results

After completing the program a VSR™ was again deployed to participants. In reviewing the second VSR™ results leaders can see the behaviorally-based changes and the ROI in dollars as a result of the training as well as areas that continue to need more improvement.

Senior Leadership Team

Both Communication and Structures improved on the senior leadership team by 27%, with one team increasing their Structures by 41%. The CEO’s team reclaimed $85,800 in lost productivity.

Cost of Lost Productivity:
First Report $366,600
Second Report $280,800

$85,800 reclaimed and 27% increase in efficiency

Note: The results across the nine teams were not equal. Some teams improved more than others and one team reported worse results. The beauty of Vivo Team’s people analytics is that Ecora was able to flag teams who are high priority for development so senior leaders can support and develop them.

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“A benefit I had not anticipated was the positive impact on the rest of the company who didn’t participate in the training.”

– Kelly Sherman, President and CEO, Ecora Engineering Group Ltd.
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Overall Organizational Impact

Vivo Team also deployed the VSR™ (before and after four months) to nine of Ecora’s departmental teams. Aside from the senior leaders, team members did not receive any training. The senior leaders were encouraged and reminded during their training to transfer their learnings to their direct reports.

The total Cost of Lost Productivity of all teams at the beginning of the training was $1,600,000. After only four months the Cost of Lost Productivity was $1,380,000 for a recovery of $220,000. That’s an ROI of $7 for every $1 spent on team development in just four months.

Cost of Lost Productivity:
First Report
$1,600,000
Second Report $1,380,000

$220,000 reclaimed for an ROI of 700%

Next Steps

Due to the success of the initial engagement with Vivo Team, Ecora continues to commit to investment in team and leader development guided by people analytics to further measure the specific impact of these data-driven solutions.

SureWerx™ Case Study

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SureWerx™ Case Study

Developing leaders to support sustainability during rapid growth and acquisition.

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“I appreciate Vivo Team for learning our business and helping adapt the program as it relates to what we face.”

– Rick Hanna, Regional Sales Manager Atlantic Canada, SureWerx™
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Vivo Team & SureWerx™ Brandon Hall Gold Award: Best Advance in Measuring the Impact of Leadership Development

Company Background

SureWerx™ is a leading supplier of professional tools, equipment, and safety products for workers and have been named one of Canada’s 50 Best Managed Gold Standard Companies four years running (2016-2019). Co-headquartered in Vancouver, British Columbia and Elgin, Illinois,  SureWerx™ offers unparalleled access to its brands through its partner distributor network, servicing the industrial, construction, safety, and automotive aftermarket in North America.

Industry:
Distributor, Machinery Manufacturing

Solutions:
People Analytics: Vital Statistics Report™
Leadership Development Program
Executive Coaching Sessions

Challenges

Succession was a major challenge for this rapidly growing wholesale distributor who was in the midst of several international acquisitions.

Other challenges included:

  • Dealing with legacy issues since the 2012 purchase of the company by the Penfold Venture Capital Group from a family-owned business established in 1957
  • Leaders and managers were busy and overextended from driving to increase revenues after a few years of disappointing results and many frequently travel internationally to suppliers and customers
  • Managers were having difficulties influencing legacy employees to increase accountability and move into a more digitally oriented business model

SureWerx™ made a commitment to their senior and high-potential leaders to support the growth and sustainability of the company. The Executive Team decided that it was in the company’s best interest to develop their leaders, which would support achieving corporate goals and reporting with ease to their stakeholders.

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“The sessions are spread out to integrate learning into our daily work flow. As a new manager, Vivo Team’s Leadership Program has given me the unconscious permission and confidence to be a manager and a leader.”

– Chantell Olivier, Marketing Production Manager, SureWerx™
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Approach

SureWerx™ engaged Vivo Team to design a solution that would facilitate three desired shifts:

  1. A cognitive shift from a fixed mindset of “this is how we do things around here” to a growth mindset of “let’s work together to find a better way.”
  2. A behavioral shift to positive, behaviorally-based changes for improvements that
    save time, save money, and make money while experiencing more personal and
    career satisfaction.
  3. An emotional shift that promoted behavioral intelligence based on emotional intelligence. “You may feel like doing something, but is that going to result in the best outcome? You have to consider the effects of your behaviors on others.”

Vital Statistics Report™ (VSR™)

The VSR™ anonymously measures how well team members and their leader are functioning together in six key indicators of highly functioning teams: Communication; Accountability; Feedback & Feedforward; Structures; Emotional Intelligence; and Cohesion. Within each of those six key indicators are measures of Competence, Motivation, and Collaboration.

The data also yields an evaluation of the Leader Behaviors Gap, the differences in perception about what the leader thinks they are doing and what their team members see them doing, in the key leader behaviors that affect team performance. This data forms part of the basis for the coaching sessions so that the leader can improve.

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“Vivo Team immediately impacted the culture of our teams and our company, which is why we have built continuous learning programs with them across all levels of our company”

– Anna-Maria Parente, Vice President of Human Resources, SureWerx™
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Leadership Development Program

Based on the results of all VSR™ data, live, virtual instructor-led training was delivered in interleaving segments (60-minutes per session) over seven months to the Executive Team in 2017. This was followed by an additional leadership development program delivered over 16 weeks in 2018 to high-potential leaders.

The topics included: How Smart Leaders Bring Out the Genius in People, Diagnosing Competence and Motivation, Matching Leader Style to Competence and Motivation Levels, and Accountability: The Skill and Will of Getting Things Done.

Each online learning session was supported with a Play of the Day (brief summary learning cues to help participants refer to, retain, share and apply new learnings on the job to support retention and application to the workplace).

Coaching Sessions

1-to-2 coaching is two coachees working with an executive coach in 60-minute sessions. During the session each coachee gets a 30-minute personalized coaching event while the other coachee observes. The roles are then switched. This technique deepens and accelerates the learning experience so people can easily apply those learnings into their work situations (a process referred to as double-loop learning).

Leaders with cross-departmental or different geographical areas can share ideas and gain key insights into how the organization works. Additionally, by observing their colleagues being coached, they learn how to coach their own team members.

Over the course of the 1-to-2 coaching sessions, SureWerx™ encouraged leaders to share learnings during and after the completion of the program. The benefit is that leaders will have a colleague to share the ups and downs of team and work situations.

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“Vivo Team’s powerful approach has enabled us to build a new accountability culture where managers are connected and informed.”

– Clive Shephard, GM/VP EMEA Region, SureWerx™
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Results

After completing the program a VSR™ was again deployed to participants. In reviewing the new VSR™ results leaders can see the behaviorally-based changes and the ROI in dollars as a result of the training as well as areas that continue to need more improvement.

Executive Team

From September 2017 to March 2018 shows:

  • A recovery of the Cost of Lost Productivity of $104,286
  • An increase in team efficiency by 14% (from 57% to 65%) as measured in the six key indicators of Communication, Emotional Intelligence, Accountability, Feedback & Feedforward, Structures, and Cohesion
  • Led to an ROI of 160.8%

$104,286 reclaimed, 14% increase in Team Efficiency, ROI of 160.8%

High-Potential Leaders

The measurements of ROI, behavioral changes, and Leader Behaviors Gap are more complicated than seen with the Executive Team because there are multiple leaders with distributed team members across Canada and the US.

7 of 9 teams showed a decrease in the Cost of Lost Productivity, reclaiming $92,980 for an ROI of 130%.

2 of 9 teams showed an increase in the Cost of Lost Productivity of $37,770. Executive leaders were able to turn these situations around once the need for development was pinpointed through the analytics.

Benchmarks for Success

SureWerx™ has been able to engage their dispersed managers in a live, virtual facilitated leadership development program after some initial skepticism on the managers’ part. While there was initial anxiety by the managers about participating in the 1-to-2 coaching, every manager has expressed what a positive experience it was to learn about their colleagues’ challenges and successes. The graduated managers from program one moved onto program two (12-weeks) in the spring of 2019 to continue their leadership training.

Next Steps

SureWerx™ has committed to ongoing, continuous learning experiences with virtual instructor-led training, individual and group coaching, behavioral analytics, and access to Vivo Team’s learning experience platform. The HR team has integrated the Vital Statistics Report™ analytics into the leader’s personal performance plan and career development at SureWerx™.