(CLP) Programs

Appleton Greene corporate training programs are all process-driven. They are used as vehicles to implement tangible business processes within clients’ organizations, together with training, support and facilitation during the use of these processes. Corporate training programs are therefore implemented over a sustainable period of time, that is to say, between 1 year (incorporating 12 monthly workshops), and 4 years (incorporating 48 monthly workshops). Your program information guide will specify how long each program takes to complete. Each monthly workshop takes 6 hours to implement and can be undertaken either on the client’s premises, an Appleton Greene serviced office, or online via the internet. This enables clients to implement each part of their business process, before moving onto the next stage of the program and enables employees to plan their study time around their current work commitments. The result is far greater program benefit, over a more sustainable period of time and a significantly improved return on investment.

Appleton Greene uses standard and bespoke corporate training programs as vessels to transfer business process improvement knowledge into the heart of our clients’ organizations. Each individual program focuses upon the implementation of a specific business process, which enables clients to easily quantify their return on investment. There are hundreds of established Appleton Greene corporate training products now available to clients within customer services, e-business, finance, globalization, human resources, information technology, legal, management, marketing and production. It does not matter whether a client’s employees are located within one office, or an unlimited number of international offices, we can still bring them together to learn and implement specific business processes collectively. Our approach to global localization enables us to provide clients with a truly international service with that all important personal touch. Appleton Greene corporate training programs can be provided virtually or locally and they are all unique in that they individually focus upon a specific business function. All (CLP) programs are implemented over a sustainable period of time, usually between 1-4 years, incorporating 12-48 monthly workshops and professional support is consistently provided during this time by qualified learning providers and where appropriate, by Accredited Consultants.

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Executive summary

Optimizing Leadership

This program is ideal for the leader who is looking to optimize their leadership, their team, and their organization and take things to the next level. The leadership journey is filled with peaks and valleys. There are many challenges and opportunities for change and going to the “next level.” What are some current challenges you are facing or have faced recently? Could you optimize and scale your leadership impact to create positive momentum and navigate change? Specifically, the program focuses on leaders ready to take their leadership to the next level and seeking to gain additional insights and skills to optimize their leadership impact.

Clarity
The core foundation of any organization (or any leader) is its mission, vision, and values. Having clarity on your “why” as a leader is at the core of optimizing leadership. If a “mission statement” is simply a plaque on a wall and not embodied, embraced, and breathed, then this will limit optimizing leadership impact. You will gain the simple tools and effective processes for optimizing mission, vision, and values with clarity.

Commitment
Behaviors that reinforce a leader’s “MVV” (mission, vision, and values) will demonstrate a strong commitment to your “why’. This results in optimized “buyers,” people who are drawn to the clarity and commitment of your MVV. If there is low clarity and low commitment, your leadership effectiveness and impact are at high risk of diminishing. When you identify, repeat, expect, and reward behaviors that strongly align with your “why” (MVV), you are now ready to go to the next level.

Culture Mindset
Throughout the program, you will gain insights, skills, and actions on how to practice a “culture mindset.”. When a culture in a team or organization is aligned with its “MVV,” you can develop an acute awareness of “culture blind spots” or roadblocks that may be limiting your leadership impact.

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Communication
● 86% of employees and executives cite the lack of effective collaboration and communication as the main cause of workplace failures.
● Teams that communicate effectively may increase their productivity by as much as 25%.
● 70% of people believe that wasted time is one of the worst consequences of poor communication.
● 84% of employees rely on their manager for communication, to some degree.

Source: Pumble.com

Communication is the “vitamin C” of optimizing leadership. If communication is done poorly, it can cause an “illness” in the team or organization that can take months to remedy. When communication is optimized, it produces strength and antibodies to ward off risks of derailment, disengagement, or defeat. This program will hone your communication skills—verbally, nonverbally, written, visual, listening, and group/team conversation facilitation—in a way that increases buy-in.

Change Management
Volatility, uncertainty, complexity, and ambiguity (VUCA). This often describes the environment a leader faces. You are not alone, and you will experience support and guidance during the program. The optimizing leader becomes increasingly comfortable in this environment and can lead with grace, ease, and high skill. When change is managed poorly, it creates dysfunction and distrust in teams and organizations. Your “optimizing leadership” skill has an opportunity to increase in each VUCA situation you face.

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Clutch Delivery
Everyone wants results. You do, your team does, your customers/clients do, and your shareholders do. OPTIMIZING LEADERSHIP creates clutch delivery on your leadership teams in a way that increases results and enthusiasm, and it’s contagious. Leaders want to succeed and exceed expectations. The OPTIMIZING LEADERSHIP program shows them how.

Critical Mass
Critical mass is simply the percentage required to “tip the scale” and create essential momentum for change and improvement. This program will provide you with the OPTIMIZING LEADERSHIP moves to create critical mass with ease and the awareness to avoid critical misses during your “optimizing leadership” journey.

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Case Study: An organization saves $USD190M by investing in leadership development and EQ testing

Their salesforce was turning over at an alarming rate of 35%. Each time they hire a salesperson, they put them through extensive training. After training, new hires had a year to hit their quotas. They were losing 35% of these new hires, costing the organization $3 million per year to replace and retrain. They knew EQ is essential to performance in the workplace, and the impact of EQ is even greater in leadership and sales. The organization made a change in its hiring and promotion process by including EQ testing along with qualifications, experience, and performance. This resulted in a turnover rate of less than 5%, which saved the organization $2.7 million annually. Hiring and promoting leaders who were both qualified and emotionally intelligent proved to be a winning strategy.

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Companies that invest in leadership development create a competitive edge

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A recent study shows that companies that invest in optimizing leadership through leadership development programs:
● Increase productivity by an average of 36%
● Increase operational efficiency by an average of 42%
● Improve work quality by an average of 48%
● ROI $7 on every $1 invested in training to optimize leadership skills

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Facing the steady change in business leaders who showed these skills continued to grow their companies:
● Leaders who were comfortable taking calculated risks.
● Leaders who were skilled at optimizing their teams toward innovation.
● Leaders with financial and business acumen analyze the situation and find unique levers to optimize the business.

If you’re not investing in corporate leadership training, your competitors are, and it will continue.

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Issues you may be facing

1. Unnecessary tension: On leadership teams, there can be tension that leads to frustration and the question, “What is causing this?” This program will help you identify the root causes of tension, clarity of expectations, and tools to reduce tension.

2. Lack of clarity: when clarity is low, confusion and misunderstanding are high. This can result in low results and difficult emotions. Clarity is a form of kindness. This program will help you and your leadership team experience significant clarity that will result in higher results, desired outcomes, and positive emotions.

3. I’m not sure what to do: Leadership can be difficult. It can come with the expectation that you will always know what to do. This is a myth. This program will help you de-myth this expectation and give you the skill to lead with agility in ambiguity.

4. Why didn’t anyone respond to my email?: Lack of response can create frustration, irritation, or confusion. This program will help you to learn techniques to increase response and engagement in all the ways you communicate as a leader.

5. I’m lacking focus/motivation: Maintaining focus and motivation for yourself or your team for the long haul can be quite difficult. Experiencing a lack of focus or motivation is a common challenge on the leadership journey. This program will help you to find your focus and motivation and how to help others find and re-find it as well.

6. I’m not confident in my leadership team’s leadership abilities: Not sure you have the right people in the right seats on “the bus.” Optimizing leadership talent can be difficult. This program will help you to identify the top skills and top performance that are needed to optimize your leadership team’s effectiveness and help you know how and when to skillfully make necessary adjustments.

7. I’m not sure how to motivate my team: When your team is not motivated, it shows and probably drains your energy. What if your leadership team was a source of your energy and had steady and high motivation, producing positive results? This program will help you create alignment moves to keep your team going strong and long.

8. My team isn’t producing the necessary results: Leaders need results. What are the priority results you need to see in your business? When results aren’t happening, tension can rise and tempers can flare. This is not necessary. This program helps you to align results with your mission, vision, and values, as well as skills for agility.

9. I don’t receive/give clear feedback: Feedback can be difficult. Giving it or receiving it. Learning to receive and give productive feedback is a highly necessary skill for leaders. This program provides effective feedback how-tos and practices so you can master this skill of feedback.

10. I’m overwhelmed: When overwhelm comes, how do you respond? As you grow in your leadership journey, this often creates more opportunities, which can result in overwhelm. This program helps you manage your attention and priorities with a mindset that recognizes overwhelm as a welcome friend and not an enemy.

Program Results

Clarity
Clarity is a highly valuable and necessary commodity for both leaders and those being led. There is a risk of assuming that clarity means “having all the answers” and “always knowing what to do next.” This is not true. Transparency is a form of clarity. “I don’t know” increases clarity and trust. When a leader, team, or organization has vivid clarity concerning their mission, vision, and values, this enhances clarity, even in challenging and uncharted waters. Increased clarity increases your leadership credibility and provides peace of mind.

Confidence
When people feel security and trust, confidence increases. When leaders display confidence, others (including other leaders) are inspired. Leadership begets leadership. Low confidence can come in many forms: self-doubt, negative feedback, critical comments from the team or superiors, and not being able to see the way forward. Confidence increases are possible in any leadership situation. You will experience increased confidence through insights, understanding, articulation, and clear action. This is a contagious and transferable skill.

Team Engagement and Healthy Culture
Each month, you will experience increased confidence, which leads to increased team engagement and greater awareness of your impact on the team or organizational culture. When your team’s engagement increases, so will their effectiveness and results. Improved results and an attractive culture are hallmark signs of high talent attraction and retention for your company.

Talent Retention and Acquisition
“Optimizing leadership” attracts leaders on an “optimized leadership” path. Don’t worry, this is not a threat to you, because optimized leaders are often on clear paths to promotion and advancement. When your “optimized leadership” results in acquiring and retaining top talent, your team improves, your company strengthens, your bottom line increases, and everybody wins.

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Curriculum

Optimizing Leadership – Part 1- Year 1

1. Part 1 Month 1 Leadership Alignment
2. Part 1 Month 2 Leadership Behaviors
3. Part 1 Month 3 Leadership Mindset
4. Part 1 Month 4 Leadership Brand
5. Part 1 Month 5 Leadership Skills
6. Part 1 Month 6 Leadership Communication
7. Part 1 Month 7 Essential Communication
8. Part 1 Month 8 Leadership Language
9. Part 1 Month 9 Change Leadership
10. Part 1 Month 10 Agile Leadership
11. Part 1 Month 11 Emotional Leadership
12. Part 1 Month 12 Leadership Resiliency

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Program Objectives

The following list represents the Key Program Objectives (KPO) for the Appleton Greene Optimizing Leadership corporate training program.

Optimizing Leadership – Part 1- Year 1

1. Part 1 Month 1 Leadership Alignment – Living, breathing, and leading with the “why” is at the heart of effective leadership. Knowing, communicating, and living your company’s values, vision, and mission will keep you and your leadership team aligned and anchored during seasons of change or transition. Why is the marketplace better for having your company in it? KPO: During this workshop, you will gain greater clarity on your MVV, why it matters, what the impact is, how/who/when to communicate it, and how it aligns with your personal MVV. Insight into how it aligns with your senior leaders’ personal MVV can increase alignment and top talent retention.
2. Part 1 Month 2 Leadership Behaviors – Is an MVV just a plaque on a wall or something on your website or logo? Companies that don’t leverage the value of their MVV lose talent, customers, and their way. KPO: The key is to establish agreements and commitments from senior leadership and management that identify leadership behaviors that reinforce your MVV. Making this systematized and operationalized (bonus structure, performance review, promotions, etc.) takes the MVV game to a whole new level.
3. Part 1 Month 3 Leadership Mindset – What is a great leader? What does one look like or sound like? What are the mindsets necessary for effective leadership? Understanding the value and skill of both EQ (emotional intelligence) and IQ (mental intelligence) is essential for effective leadership. KPO: In this workshop, you will learn how to strengthen and leverage both your EQ and IQ. You will also gain insights into highly effective teams and how to create them.
4. Part 1 Month 4 Leadership Brand – Each leader is unique and has different skills, abilities, and experiences to bring to the table. KPO: Learn to re-image and elevate your unique “leadership brand” using this strengths-based approach. You will gain insight into others’ “brand brilliance” and how to maximize that for high-performing team effectiveness.
5. Part 1 Month 5 Leadership Skills – This workshop takes a deeper dive into understanding the leadership skills needed to curate your unique leadership style and brand. Did you know you have an automatic style of leadership and an adaptive style of leadership? This comes from your personality, experiences, training, and various other influences. KPO: We will collaboratively explore situations you are facing where you can develop three new optimizing leadership skills: diagnosing situations correctly, mastering different leadership styles, and identifying enhancers or substitutes.
6. Part 1 Month 6 Leadership Communication – A core skill for leadership is effective communication. What does this mean? Why do many leaders find this a struggle (maybe with high skill in some areas and low skill in others)? KPO: In this workshop, we will explore the “why” of communication as well as consider these questions: What is your natural communication style? How do others perceive your communication style? What are your communication growth areas? You will walk away with specific tips to do and measurable action steps for improvement to experience an immediate impact on your leadership communication effectiveness.
7. Part 1 Month 7 Essential Communication – What are the core leadership communication skills? You may be surprised by one or two. In this workshop, you will learn and practice 8 essential skills. KPO: You will learn the definition and how to apply each skill to increase your communication impact and influence as a leader. Learning how you like to receive communication from others can provide you with greater skills as well.
8. Part 1 Month 8 Leadership Language – As a leader, your words create culture. What kind of culture are you creating with your words, communication, written, nonverbals, noncommunication, etc.? What are the skills you require to advance your communication—credibility, diplomacy, clarity, etc.? KPO: As a result of this workshop, you will experience increased confidence and performance in your communication. You will have an opportunity to create a “culture curation communication plan” for each of your unique “communication venues.”
9. Part 1 Month 9 Change Leadership – VUCA is a term coined by the military that stands for volatility, uncertainty, complexity, and ambiguity. In business leadership, VUCA has become a common environment and can present many challenges to navigate effectively and with high skill. KPO: In this workshop, you will develop skills and gain insight into leading well in VUCA moments. You will also receive antidotes to VUCA, tips for leading in VUCA, and practice leadership skills in specific VUCA moments.
10. Part 1 Month 10 Agile Leadership – As a leader, change is your opportunity. It’s been said that a good leader never wastes a pivotal change moment. This is where you get to shine! Agility is an essential optimizing leadership skill in the current workplace. In adversity, it can feel scary, unclear, and uncertain. KPO: In this workshop, you will gain the steps, skills, and solutions of agile leadership. The “secret recipe” is to listen twice as much as you speak when in adversity. You don’t have, nor need to have, “all the answers.”
11. Part 1 Month 11 Emotional Leadership – No one likes change, right? Optimizing leaders appreciate that change is good, necessary, and frankly unavoidable. KPO: As optimizing leaders, you can effectively lead through change using your EQ strengths. It’s often not the change that people resist or fear; it’s the loss. When you acknowledge the loss, it creates an opening for the KR Change Curve to happen effectively and efficiently.
12. Part 1 Month 12 Leadership Resiliency – Change can feel like a “DIY” home project—it often costs more and takes longer than you expected. The key skill here is resiliency, or the 5 C’s of “resilience”: compassion, curiosity, connection, courage, and culture. KPO: In this workshop, you will learn the value of each “C” and how to apply it (and when) in your unique “invitation to resiliency” situation. There is a 6th C. What is it? Discover it and how it can optimize your leadership.

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Methodology

Optimizing Leadership

Through Optimizing Leadership peer support and the guidance of the Optimizing Leadership experienced facilitator, the program participants will optimize their leadership impact and effectiveness. This will happen through assessment, implementation, action steps, practice, role play, measuring results, and creating an individualized road map.

Assessment

Since you are an experienced leader looking to go to the next level or you want your leadership team to level up their leadership skills, participants will assess their current MVV (Mission, Vision, and Values), identify gaps, and create a plan to implement behaviors that are needed to reinforce their MVV.

Implementation strategies

Each workshop will give you clear implementation steps to optimize your leadership. This will come through peer support, group conversation, personal reflection, and the guidance of your experienced facilitator.

Identify action gaps

This process will produce many “ah-ha” moments and clarity about what gaps are currently in your leadership “system.” Once you have ah-ha clarity, you can identify simple and tangible actions to address those gaps and produce your desired results.

Practice communication

Gaining new communication tools and techniques created growth and change on the leadership journey. You will experience and practice essential communication tools and learn from others about what’s working and what’s not. Perfect practice makes perfect, and we will help you optimize your communication skills.

Measure buy-in

A common leadership mistake can be assuming that “when I speak, people listen and do what I say.” This oversight can create a lot of frustration unless you learn the art and skill of how to create and optimize buy-in. Simply put, “buy-in” refers to your team’s commitment to taking action. You will develop your “buy-in” metrics and tools to measure your “buy-in” data. This will optimize your leadership effectiveness, efficiency, and ease.

Curate a critical mass.

Curation is “the selection, organization, and presentation of…” Your team and your organization contain positive influencers. These are the “unofficial” team captains of change galvanizers. Without a carefully curated plan to optimize these people for success, the plan, change, idea, or strategy often fails. You will establish clear steps to identify, recruit, and optimize these influencers in your leadership system.

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Workshop scenarios

Each participant will offer “real-life” scenarios in a confidential manner. This will provide an opportunity to learn, implement, and revise the essential “optimizing leadership” skills required for their unique situation. The value gained will be for the individual and all the participants.

Roadmap Creation

Each participant will have the opportunity to create and walk away with their individualized “Optimizing Leadership” roadmap. This will be a collaborative process with input from other participants and the experienced facilitator.

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Industries

This service is primarily available to the following industry sectors:

Commercial Construction

In 2023, the market size of the U.S. construction industry was valued at nearly two trillion U.S. dollars. By 2027, it is forecast to reach over 2.2 trillion U.S. dollars. Over the past few decades, spending on private construction has fluctuated more than on public construction. Overall, the construction industry has been on an upward trend throughout the past few decades (except the initial years following the financial crisis of 2007).

The United States has a highly diverse economy and is a major player globally, providing plenty of business opportunities in construction industries for business owners and their employees.
A trend of young professionals moving into the cities after finishing school and leaving home to enjoy the benefits of city life and start their careers has created an increase in new construction in cities. This has created building and revitalization of the downtown areas and upgrades to the infrastructure in many of these cities.

Due to this opportunity, along with a strong and diverse economy and its history of successfully adapting to economic shifts, the economy and construction industry have a positive future outlook.

As of 2023, over 10 million people were employed in the construction industry in the United States and over 2 million in the UK. This number represents an average increase of 1.8% over the five years between 2018 and 2023. Fifty percent of projected construction spending seems likely to come from China, India, and the United States combined.

Globalization brings new technologies and builds relationships across the world. Many countries create opportunities for large companies to develop their construction companies in those countries. Due to cost increases and labor shortages, 74.2 percent of the global construction market is experiencing challenges in finding skilled workers.

With an annual growth rate of 4.8% from 2023 to 2032, the global residential construction market is expected to increase from $5,267 billion in 2022 to $8,308 billion by 2032. The most expensive cities for construction worldwide are Geneva, London, New York City, San Francisco, Munich, Zurich, Copenhagen, Hong Kong, Boston, and Philadelphia.

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Manufacturing

Over 12 million Americans are employed in manufacturing. US small manufacturing businesses have experienced significant expansion in recent years. In 2024, the manufacturing industry is projected to employ 209.8 million people globally. The manufacturing market is expected to reach a value of US$8.5 trillion in 2024. The workforce in manufacturing is changing. Long assembly lines with workers performing simple, repetitive activities at numerous workstations are evolving into many tasks performed by automation, robotics, artificial intelligence, and other technologies. There are increasing opportunities for higher-skilled workers for innovation to invent, develop, and maintain manufacturing technologies.

There is a higher value placed on distinctive and personalized products. To meet those demands, small company owners are offering customized goods and services. There will continue to be a need for businesses to increase investing in employee training for new skills that will propel the expansion and profitability of the company. There is also an increasing need for consulting services that focus on leadership development, strategic planning, operational efficiency, and creative innovation opportunities.

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Automotive

Many automotive manufacturing companies have been around for quite some time. Audi’s first car was in 1910. Ford’s first vehicle was in 1896. BMW’s first vehicle was produced in 1927. Volvo’s first car released from the factory in Gothenburg was in 1927. Toyota came on the scene in 1937 with its Model AA. Kia’s first car was in 1974.

Since 2012, there has been a tremendous acceleration in development. Many industry experts see these four trends as accelerating the automotive market: diverse mobility, autonomous driving, electrification, and connectivity. The industry acronym eascy stands for: Electrified, Autonomous, Shared, Connected, and Yearly updated. By 2030, there is a projection of a 40–50% increase in shared autonomous driving in China, Europe, and the US. There is also a projection of a 35–46% increase in shared driving in these three regions by 2030 as well.

Automotive industry leaders are considering two important considerations: focusing on the end user’s needs and experience and offering “eascy” solutions. With these considerations in mind, new car sales in Europe could rise by 34% by 2030.

Current trends indicate that the importance of owning one’s own private car is decreasing depending on where one lives geographically. More flexible ways of using cars in the future is expected. When cars are more integrated and connected, the industry will be in step with consumer trends. The shift from petrol-fueled vehicles to electric-powered vehicles is a major change in the automotive industry. Companies face increased pressure to reduce their carbon footprint. Automotive companies experience steep competition for market share and profitability. This new automotive industry trend will be shaped by autonomous driving vehicles.

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Technology

The technology industry is a large industry that has experienced tremendous changes and growth. As an industry, it is continuing to evolve and grow at a rapid pace. According to data referenced in Wikipedia, there were five tech industry leaders in 2021. These were Apple ($274.5 billion and 147,000 employees), Samsung Electronics ($200.7 billion and 267,937 employees), Alphabet ($182.5 billion and 135,301 employees), Foxconn ($181.9 billion and 878,429 employees), and Microsoft ($143.0 billion and 163,000 employees). There are several other large global-scale tech companies: HP Inc., LG Electronics, Huawei, Dell Technologies, Meta, Sony, Hitachi, Intel, IBM, Tencent, Panasonic, and Lenovo.

Many businesses are using technological standards on a global level. This can increase efficiency and lead to more collaborative business opportunities. Businesses in various industries are aligning on technology tools and processes: medicine, engineering, architecture, science, energy, and the arts. Businesses are constantly turning to technology companies looking for tech solutions that can meet their customer expectations and give them a competitive edge. Another factor that has led businesses to have a greater need for technology has been accelerated change since the pandemic of 2019/2020. In the past five years, more and more companies have needed ongoing technology solutions and support. Some businesses are seeking tech solutions to transform and optimize their operations with the help of technology and IT solutions.

There is an increasing opportunity to leverage diversity in the tech industry. For example, women held only 25 percent of tech roles in 2015. A 2020 McKinsey study displayed that companies with a diverse employee base perform better and retain workers more than those lacking diversity and inclusion. The “Fourth Industrial Revolution.” is a new trend in the global workforce, according to a World Economic Forum report. In 2025, one-third of the most needed skill sets will be evolving technology skills.

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Healthcare

The healthcare industry offers products and services to treat patients with curative, preventative, rehabilitative, and palliative care. The current healthcare industry is made up of many different sectors and involves interdisciplinary teams of professionals and paraprofessionals. The healthcare industry is one of the largest and fastest-growing global industries.

The Global Industry Classification Standard categorized the healthcare industry into three groups. The first is entities that offer medical supplies and services, such as hospitals, nursing homes, home healthcare providers, etc. The second are companies that manufacture medicines, pharmaceuticals, biotechnology, and various scientific products. Over 10% of the GDP in the most developed countries is from the healthcare industry. The third includes health and healing services provided by nurses, midwives, physiotherapists, psychotherapists, and residential health providers. Other examples include medical massage, yoga therapy, music therapy, occupational therapy, speech therapy, chiropractic, acupuncture, etc.

The global medical device market is predicted to reach about US $302 billion by 2030, with a CAGR of 6.1 percent. The US accounts for 46% of the global market. This medical device sector is comprised of surgical, cardiovascular, home healthcare, general medical, and other devices. By 2030, the global home healthcare device market is anticipated to reach US $29 billion with a CAGR of 3.4 percent. This market is driven by an aging population and an increase in demand for cost efficiency and convenience.

The foundation for evidence-based medicine and practice in healthcare has been strengthened by ongoing improvements in health research, biomedical research, and pharmaceutical research. In 2006, Europe spent €22.50 billion on pharmaceutical research and development, and the US spent $27.05 billion. In 2023, Europe spent €50 billion on pharmaceutical research. This was an increase of 6.7% from 2019. In 2023, the US spent around $96 billion on pharmaceutical research.

Healthcare interventions have increased in quality as a result of research and scientific data. One aspect of improvement has been the use of artificial intelligence initiatives in the field of health services research. This has produced results in programs that are clinically useful, culturally sensitive, and provide the patient with lower costs. There are five main methods of funding for the health care system. These include taxation, social health insurance, private health insurance, patient payments, and donations to health charities.

Social health insurance permits the whole population of a country to be covered for health care. The country’s government health officials regulate this service and coverage. A two-tier health care system allows for a private health care system to operate in said country as well. Most healthcare institutions in the US are owned and operated by private companies. 58 percent of hospitals are non-profit, 21% are government-owned, and 21% are for-profit. According to the World Health Organization (WHO), in 2014, the United States spent $9,403 on healthcare per capita, which was 17% of GDP. In 2023, that number increased to $14,423 per capita. Total healthcare spending in the US in 2023 was $4.8 trillion. Although the US has one of the world’s most powerful economies, it is the only industrialized country without universal health care coverage.

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Locations

This service is primarily available within the following locations:

Washington DC

As the capital of the United States, Washington, D.C., is located on the northern shore of the Potomac River and is bordered by Maryland and Virginia. According to 2019 census data, the population of the city was approximately 705,000. Currently, as of 2024, the population of Washington, D.C., is estimated to be 686,995. The population of the Washington metropolitan area, including the surrounding suburbs, is estimated to be 5,545,000. This makes the DC area the seventh largest metropolitan area in the United States.

The increase in population in the metropolitan area has been fuelled by new jobs in the technology industries. In the early 2000s, young professionals began to move back into the city for the benefits of careers and revitalized neighborhoods. Nearly twenty percent of residents are between 25 and 34 years old. This percentage has increased slightly in the last 10 years to 22%. In 2022, the median age in Washington, DC, was 35.

The top industries in the Washington, D.C., area in 2024 are government, professional services, education, healthcare, finance, insurance, and hospitality and tourism. The construction industry is also growing in the Washington Metropolitan Area to support the continued growth and development. There are ongoing construction opportunities for projects in the tech, healthcare, and transportation industries. As a result of heavy commuter traffic, construction related to transportation maintenance and improvements is always ongoing.

In Washington, there are several banking institutions. The Federal Reserve Board and the Federal Deposit Insurance Corporation are headquartered in DC, as are the World Bank, the International Monetary Fund, and the Inter-American Development Bank.

Due to service areas focused on international tourism, the federal government, and an increase in tech footprint and ongoing research and development, Washington, DC, and the Metropolitan Area will continue to grow and evolve. Revitalized city neighborhoods will continue to draw employees early in their careers. Washington will continue to leverage its location and improve its roadway, railway, and air transportation infrastructure to support future growth. Residential and commercial development will continue both in the city and in the surrounding metropolitan area. This will continue to grow the economy and increase construction opportunities.

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New York

The city of New York has a population of approximately 8.4 million people, making it the most populous city in the United States. New York is a world leader in many industries, including banking, trade, journalism, art, fashion, education, research, technology, and entertainment. The United Nations is headquartered in NYC and is a powerful international diplomacy center. It is economically one of the most influential cities in the world and a significant center of global commercial activity.

The US financial industry headquarters is Wall Street. In 2012, the Global Economic Power Index ranked New York City first. The New York Stock Exchange and the NASDAQ, the world’s largest and second-largest stock exchanges, are both located in New York City. New York City is also a center for public equity and debt capital market trading, as well as private equity, hedge fund management, and mergers and acquisitions.

Several industries that contribute to New York City’s economy are finance, advertising, healthcare, biotechnology, real estate, insurance, journalism, publishing, and mass media. Fashion, design, architecture, and performing arts also thrive in the city. Many of the Fortune 500 companies are headquartered in NYC, as are many successful global companies. New York City ranks high among the cities of the world in terms of drawing tourism, capital, and business. Throughout the last 100+ years, many global immigrants made New York a commercial hub and a focus of international attention. In 2019, the New York City-centered metropolitan area produced a gross metropolitan product (GMP) of $US2.0 trillion, ranking first nationally and behind the GDP of only nine nations. In 2022, the New York City area had a gross metropolitan product (GMP) of US$2.1 trillion. Approximately one out of ten employees in the private sector in New York City works for a global company. Many large global corporations have their headquarters in NYC. As of 2015, Manhattan contained over 500 million square feet of office space. This made it the largest office market in the United States and the largest central business district in the world.

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Raleigh, NC

The city of Raleigh was founded as the state capital of North Carolina in 1792. Raleigh is located in the central region of the state and near Chapel Hill and Durham. These three cities together form a major urban area, known as the Research Triangle. Over the last 75 years, new industries and residents began to move into Raleigh-Durham. With new changes and rapid growth, the Raleigh area also began to grow. This resulted in a sustained growth period and led to infrastructure upgrades to the roadways and an economic increase.

The Research Triangle Park was founded in 1959. This changed the economic prosperity of the area. The “park” was a planned development designed to leverage the science and engineering resources of Duke University, the University of North Carolina, and North Carolina State University.

Currently, there is a strong economy in Raleigh, which is supported by the research and development of the area and its reach internationally. This provides significant opportunities for the construction industry and research and development industry. The local economy also includes retail shipping, distribution, manufacturing, and service industries. Several major insurance companies have their regional headquarters in Raleigh. North Carolina State University, located in Raleigh, is ranked in the top 1% of universities worldwide according to the Center for World University Rankings. The university has over 37,000 students, which helps to strengthen the local, regional, and state economies.

There is a high demand both nationally and internationally for continued research and development. This puts Raleigh and the Research Triangle Region in a wonderful position for ongoing growth and success. Raleigh has connections with industry leaders such as SAS, Cisco, IBM, and Microsoft that will continue to provide growth opportunities for the region. In anticipation, the construction industry in the area may see strong performances for many years. Building new research and development facilities in the region will be an ongoing opportunity.

Raleigh is also a hub for retail shipping and wholesale distribution in eastern North Carolina. Manufacturers of communications equipment, electronics, computers, and processed foods provide continued construction opportunities. Raleigh’s roots in the research and development industries will strengthen its economy for years. Construction, higher education, shipping, and manufacturing all provide increasing opportunities in the Raleigh region.

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Program Benefits

Achievements

Company 1 (TTCMG): Talent Acquisition & Retention

During an initial training workshop, Company 1 identified a significant turnover challenge. They shared that in the last 12–18 months, they had experienced a 33% turnover rate. As they considered the potential cost impact of this (1.5x annual salary per individual turnover), they recognized to their chagrin that this was a loss of $18 million (USD). As they implemented the “OPTIMIZING LEADERSHIP” program, they set a goal to cut their turnover ratio in half. They set specific goals to attract and retrain top talent. This would lead to a reduced turnover rate and also increase revenue due to higher quality results for their customers. As a result of the program, the senior leadership team learned that their words, attitudes, and actions create the culture in the company. To attract and retain top talent, they needed to consider the culture they were creating. Once identified, they made adjustments and set clear expectations for senior leadership and mid-level managers. This resulted in significantly reduced turnover rates, higher retention rates, attracting top talent, senior leaders and middle managers, new clients, returning clients, and increased revenue.

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Company 2 (SBC): Alignment

Company 2 had an “alignment opportunity.” They were facing significant and excessive growth and were constantly playing catch up. When they began the “OPTIMIZING LEADERSHIP” program, they identified the need for greater alignment among the senior leadership team. Prior to beginning the OPTIMIZING LEADERSHIP program, a few senior leaders had strong disagreements that led to behaviors that were inconsistent with the company’s values. During the program, the leadership team was able to clearly define and embrace their company’s and team’s mission, vision, and values. Once they identified and agreed upon these, they were able to identify behaviors that would reinforce the mission, vision, and values. They also named behaviors that would go against those values and realized how detrimental that could be to the entire company and its customers. According to the CEO, the senior leadership team alignment score increased from a 2/10 to a 9/10 as a direct result of the OPTIMIZING LEADERSHIP program. The senior leadership team was able to achieve optimized alignment, resulting in increased revenue, more efficient decisions, and peace of mind. They are also attracting new talent to supplement the leadership and staffing needs as the company grows.

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Company 3 (EPA): Communication

Company 3 had communication challenges. Whereas the leadership team genuinely felt there was care and trust among the senior management groups, they were not strong in communication, which often resulted in frustration and misunderstandings. Upon implementing the “OPTIMIZING LEADERSHIP” program, they quickly found communication gaps and learned how to close them. When communication gaps exist, leaders and teams can experience unnecessary tension that persists. When communication, engagement, and understanding increased, the team culture improved, and many pitfalls were avoided. One outcome of identifying and closing communication gaps was to gain a common understanding and appreciation of each person’s communication style and how each person’s perspective adds value to the whole. The senior management team stated that their problem-solving system has greatly improved as a result of the “OPTIMIZING LEADERSHIP” program.

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Company 4 (EVT): Clarity

When Company 4 began the “OPTIMIZING LEADERSHIP” program, they were beginning to prepare for significant change within the leadership of the company. One of the senior leaders was seeking clarity about how the program would help the company achieve the desired changes in the company. Quickly, the senior leadership team realized that having clear conversations and strengthening skills to identify desired outcomes began to shed light on the path forward. As they achieved these results, they recognized an opportunity to help other leaders in the company experience clarity within their departments and decision-making processes. Upon completing the “OPTIMIZING LEADERSHIP” program, they achieved cost-reducing outcomes, increased leadership team alignment, and experienced greater confidence for additional company changes.

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Company 5 (CA): Resiliency

Company 5 found themselves in challenging times of change. Due to circumstances outside of their control, the leadership needed to find a temporary location for their business. This change presented many challenging situations for “doing business.” During this temporary season, the leadership also needed to seek a permanent location for their business. As a result of the “OPTIMIZING LEADERSHIP” program, they managed change complexity with efficiency, effectiveness, and ease. The leadership team displayed compassion for one another while facing difficult circumstances. They also expanded their skills of curiosity to consider alternate outcomes and make courageous decisions. As they combined compassion, curiosity, and courage, they were able to deepen their connection with the leadership team, the senior staff, and the customers. This resulted in cultural enhancements and attracted new customers.

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More detailed achievements, references and testimonials are confidentially available to clients upon request.

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