MTA has worked with a broad array of businesses, non-profits and government organizations. Examples include:
An international financial institution that required leadership training and coaching.
An international car rental organization needing to shift from a centralized demand-and-control culture to a local team-focused management style.
An entrepreneurial business that recognized a need to shift from startup mentality to a more disciplined approach in order to scale up their operations.
American Broadcasting Company
Bank of Tokyo
Credit Suisse First Boston
Dow Jones & CompanyPenguin USA
Ernst & Young LLP
Itau Unibanco, New York Branch
Learning and Development Unit, Princeton University
Mobil Oil Global Medical Services Offsite
National Museum of the American Indian
NYU Medical Center
NYC Department of Juvenile Justice
Offshore Sailing School
Society of Human Ressource Management Conference
Transamerica Leasing, Inc.
The Hertz Corporation
Training at an investment management firm. Due to steady growth over the past few years, a number of high performers were promoted into management positions without being provided with the training to take on their roles. In order for the firm to scale up and continue its growth, these managers needed development. MTA customized the Triangle Leadership Training to equip this cadre of managers with a framework for understanding the key elements involved in the performance process. The program was skills and application-based to raise participant confidence in their managerial and leadership competency.
Learning event at a manufacturing organization. A major project was nine months behind schedule. The relationship between the vendor and customer was strained. MTA designed and facilitated a meeting that brought twenty-seven participants from the U.S. and Europe together. They developed solutions to get the project back on track.
Coaching at a media company. A senior editorial manager was about to head a new editorial/production department that he had been developing over the previous year. Although he had received steady promotions in his career, his interpersonal communications had frequently caused stress with those on the receiving end of his frustration. When his new department was about to become operational, a serious incident occurred that motivated a request for coaching. Over a three-month period, this manager recognized the root of his frustration and developed a skillset for questioning that helped him to reduce his frustration levels and engage others in finding solutions to problems. As the new department was about to become operational, he was receiving positive feedback from his boss, peers and subordinates.
Team building at a 4-year old start up. The organization had grown successfully over its first few years. During this period, there were a few changes in the senior management team and some dissonance had developed in their communications. MTA conducted a one and a-half day meeting in which they explored how the group was working together and developed strategies for improving interpersonal communications and overall effectiveness.
Learning event at the Advancement Learning Network (ALN) Annual Conference. ALN is a network for professionals responsible for the training and development of higher education Advancement and Alumni Relations staff. Introduced the Triangle Performance Model and applied it to analyzing performance issues in their organizations.
Performance improvement strategy to change the culture at a travel industry business. The CEO of a national travel organization recognized that the company needed to change from a centralized command-and-control management style to a more participative approach. The objective was to create a more agile organization by moving decision making closer to the field operations. A multi-year intervention strategy included conducting a series of training sessions and open-discussion forums involving senior and mid-level managers. This approach gradually opened communication lines and changed the culture to become more trusting and collaborative.
Learning event to improve performance at a museum. A museum which routinely creates learning exhibits found that these projects were often missing deadlines. Through a facilitated one-day meeting with 60 people, the group identified a glaring consistency that plagued the initiatives; the CEO had not given project leaders appropriate decision-making authority. As a result, decisions were not being made in a timely manner. With the CEO in attendance, they concluded that it was the issue that had been hampering the organization.
Coaching at a financial institution. A high-performing IT employee was being promoted to a managerial position at an investment management firm. Although effective in his role for a number of years, management wanted to ensure that he was prepared to make the transition from team member to team leader. MTA was asked to create a coaching process that would prepare this employee and others for taking on new roles. The strategy that was created included individual meetings as well as joint sessions with their managers in order to clarify goals, discuss expectations and identify potential obstacles.
Team building at a non-profit organization. A group of managers and staff from four departments were assigned to a special project. They floundered for four months. MTA conducted individual interviews and facilitated a one-day meeting in which the team developed mechanisms for working together and moving their project forward.
Coaching at a service delivery company. The manager of a 250-person facility was very close to being terminated because of his harsh, autocratic leadership style. The regional manager had received a number of serious complaints from the manager’s executive team. Over a six-month coaching process, the manager identified the point at which his behavior had changed to his current ineffective approach. During this time, he was able to rebuild the listening and collaborative skills that had advanced his career to this point. In observations at follow-up executive-team planning meetings, he and others were clearly at ease and communications were productive.
Performance improvement at an entrepreneurial business. Two executives were in conflict. MTA facilitated discussions between the President and Vice President of Operations in order to clarify expectations, change unproductive behavior and adjust management practices.
Performance improvement to support change at an international auditing firm. Senior management was concerned that people were overly stressed and anxious about organizational changes. Productivity was suffering. MTA developed and led regional workshops that prepared managers for leading teams through these changes.