Transforming a Negative Work Environment
Into a High Performing, High Morale "Championship Culture”

Click Here to Download a .pdf Version of Case Study #1

Presenting Problem:

The owner of a 14-year old home services repair and maintenance company with 20 employees generating approximately three million dollars in annual revenue was struggling with a toxic work environment.

The problem, as it was presented to me, was a lack of focus among the technicians and dispatch staff with poor attitudes, poor responsibility and few employees who took ownership of their roles within the company. Gross sales numbers were generally good but both closing percentage on job opportunities and average revenue from jobs sold was below franchise-wide averages.

Project objectives were varied but included:

1. Increase closing ratio and average revenue per job sold;

2. Reduce or eliminate the need to constantly deal with crises brought to the company owner by technicians in the field or dispatchers in the office;

3. Reduce the stress level of the company principal.

Actual Problem:

After accepting the project and starting work to confirm or adjust my client’s perception of the problem, I learned a number of things that affected my methodology for creating solutions:

1. The owner’s personality, communication style and previous operating decisions significantly impacted the present situation and employee attitudes and morale as well as the results of the present staff of employees;

2. That despite the above, all employees generally liked the owner and felt he had a good heart and meant-well but didn’t know how to express it appropriately and at the right times.

3. There was a dedicated group of employees who wanted to succeed and do better but didn’t know how and were lacking the training in personal development skills and interpersonal communication techniques needed to improve their performance.

4. Assumptions made by the owner regarding most, not all, of his employees were inaccurate and needed adjusting if this project was going to be successful.

Solution:

1. Obtain feedback from the employees on their experiences working for the company and suggestions for improving the work environment and improving employee morale.

2. Invest a small amount of time observing the operation to obtain actual behavioral feedback against which to judge the anecdotal feedback from the employees and the owner.

3. Tap into the strengths of the company which included:

a. A dedicated team of employees who loved what they do, and for whom they do it but wanted to do better and have a more positive work environment;

b. An owner who had a heart of gold but didn’t know how to apply it properly for maximum results;

c. A positive reputation in the marketplace with a strong repeat customer base.

4. Institute strength based, appreciative Performance Improvement Plan that included the company principal sitting down 1:1 with every employee privately for one-hour for the first time ever to give positive, appreciative feedback as to their value to the company and thank them for their service face-to-face. This opened a positive dialog for the first time with some long-time employees and began to break down the barriers that had built up over time.

5. Create a company Appreciative Inquiry off-site retreat to give all employees an opportunity to participate in creating their own Championship environment and provide valuable insights into where the company’s focus should be to make its vision a reality.

6. Specific training and coaching of team members, including the company owner, to address the individual unique challenges of each so that they feel even more valued by the company and can achieve improved personal results.

7. Shifted the focus on the hiring of new employees away from exclusively evaluating on skill level and experience to raise the focus on evaluating the applicant’s values, beliefs, desired behaviors and mindset to ensure they would be a good fit for the new environment.

Results:

After three months employees began recruiting back former colleagues who had left the company in the past year and new employees with higher skill level and attitudes began applying for positions.

At the five-month mark the company’s off-site Appreciative Inquiry retreat experienced 100% employee participation on the employees’ only day-off.

100% employee retention of those desired to be a good fit for the company was reported between months three through eight of the project.

Technicians and dispatchers began asking for help and individual coaching on their own without being prompted.

180% turn around in morale of the team measured by punctuality of technicians showing up for team meetings and on their customer service calls, technicians attending voluntary trainings to improve their technical and sales skills, more positive discussions between company owner and employees, lower stress levels reported by all employees.

100% of technicians were producing results at the minimum level of performance compared to the year prior when only 33% were attaining minimum performance levels.

Bottom line improved by 50% over the first six months of the project due to lower expenses driven by fewer customer call backs, fewer techs “giving away” tasks in solving customers problems without being compensated, maintained closing percentage levels after increasing prices 10% in a economic slowdown, while increasing the overall average transaction amount by 10%.

PROGRAM FEEDBACK - Quotes from Participants:

“Before Skip came along, I was in a dead end job, ready to move on to the next dead end job. With Skip’s help this company has a bright future that I’m excited to be a part of. I no longer have a dead end job, I now have a career.”

“Skip has an ability to break down superficial barriers among co-workers.”

“It’s a great program that Skip offers.”

“I think it is great the way Skip is drawing us all together and having us set and reach goals, both personally and company related.”

“If we all reach our personal goals there is no doubt in reaching our goals as a team.” (Duval)

“I was surprised that almost everyone had the same vision and goal.”

“Skip’s program was very helpful as it made everyone closer.”

“We’re headed in the right direction.”

“There are many things I have taken from Skip that will help with my working life and life in general.”

“I think the most important thing is that everyone is gaining more respect for each other.”

“The create, change, chuck session.”

“I think it is great the way Skip is drawing us all together and having us set and reach goals, both personally and company related.”

“It was a fun day and I see the potential for great improvement both personally and company wide.”

“Everybody in the room today showed that we are all team players and looking for better ways to become better.”

“I feel I have gained knowledge to improve my work output and tools I can use to attain my goals.”

“Before working with Skip ‘try’ was a popular word in my vocabulary. Now I realize that it is another word for fail. So I’ve learned to not “try” but “DO!”

“I have to think about this. I see the program as a whole, not just the retreat.”

“It gives you the chance to open your mind and learn about different things.”

“Everything he does to talk about the program and to help us to go far at Mr. Rooter or wherever you are working.”

“Skip was able to maintain a productive level of interest.”