Case Studies



Case Study 1:

Architectural Firm

Smart Performance Strategies helped us deal with the big, hairy, brutal facts. You gave me the courage and the ammunition to be the BOSS and get our employees on the same track as the firm.”

Founder and managing partner – SPS client since 2008

Problem: The firm needed an exit strategy for when/if one or all of its partners left as well as a succession plan to identify future partners and their roles.

Intervention: Smart Performance Strategies had to help the current partners better understand their current roles in design, project management, and business development, and identify if they were the right ones for the future. A methodology using the Profile XT was developed to assess who in the firm would be a performance match for these roles. A 360 degree feedback assessment was also used looking for gaps in leadership and communications with the partners working with each other and firm members.

Solution: Our assessment the capabilities of the three partners and created a design discussion around what the future partner roles should be. We also revealed gaps in communication and leadership development that were immediately addressed. Once everyone was performance match assessed, future partner potential was documented so that a succession plan was created. It also provided a baseline for future hires. As demonstrated by the testimonial, a “boss” was determined and everyone’s roles were in alignment with the firm’s goals.

Case Study 2:

National Equipment Servicing Company

As a CEO new to the company, I needed additional objective performance information to organize, manage and lead my team. Smart Performance Strategies provided the information that allowed me to communicate better with my field leadership than was previously the case.”

Company CEO

Problem: The company did not have an accurate measure of the performance capability of the senior staff and field leadership. The new CEO needed more information to utilize in development of his optimal organizational structure.

Intervention: Smart Performance Strategies applied objective, performance based information for the CEO to utilize that went beyond his own experience and intuition. Using the performance model tool, Profile XT, we were able to determine if the current team was a match for the goal of growing the company beyond $55 million in revenue. We also needed to assess if the field team had the customer service skills to obtain this level of sales growth.

Solution: Armed with objective information coupled with demonstrated performance, the CEO was able to adjust the senior staff for greater effectiveness and better connect the field leadership with revenue generation. The firm is well on their way to meeting their revenue goals!

Case Study 3:

Automotive Restoration Company

“We didn’t know what to do. We had an employee who caused internal issues from day one from severe absenteeism, to spreading negativity throughout the office, to a loss in production. How to handle that was of major concern to us as there were extenuating circumstances. SPS came in and led us through the process of uncovering the issues and dealing face-to-face with performance management and ultimately discipline procedures. While difficult at times, it was in the best interest of all concerned. We are operating at maximum speed now with increased production with employees who no longer have to deal with such a negative internal roadblock.”

Owner and Operator – 2012

Problem: The Company was struggling with ways to successfully handle a very difficult internal employee issue which consisted of bad behavior, poor performance, job neglect, absenteeism and derogatory social media comments.

Intervention: Smart Performance Strategies listened and reviewed the timeline of events to include introductory period, jobs analysis, documentation, and performance reviews. SPS implemented a 60-day Performance Improvement Plan for the employee, while training the Owner on how to successfully manage the process with the employee. Part of the process was to also counsel the Owner on how to handle the effects of this situation on the other employees.

Solution: Because of the due diligence of the Owner and the guidance of SPS, the Company was able to lawfully and, in the best interest of the Company, realize that this employee clearly was unable to deliver the duties required of the job even after given the chance to improve, ultimately leading to a step-by-step separation process. This overdue separation returned to the company their production, employee satisfaction across the board, the elimination of disabling negativity and offense behavior, and a much-needed gain in revenue.

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