Chaos, frustration and disorder in all locations and departments
Very low employee morale, including the leadership team
OneAccord Solution
The leadership team of seven built an effective working contract that helped them become a true team
Three 'C-players' left within months, either unwilling or unable to make the changes they committed to in the working contract — they were replaced with A-players
Regularly scheduled leadership meetings with high quality agendas and team building
We built standard operating procedures for most of the job functions in the company
These defined the processes and behaviors, in writing
Interviewing, hiring and onboarding processes were changed to identify people with the right attitudes and provide the quality training they needed to be strong contributors to productivity and culture
Regular one-on-one performance management meetings helped clarify expectations for employees, review their metrics and contributions, and provide support and accountability to help them succeed
We made monthly team meetings for all employees in one location standard operating procedure. These meetings:
Were fun, informative and interactive
Affirmed the contributions and successes of many employees
Were motivating
Results
In the second full month we worked with Redden, sales revenue was growing at a double-digit, year-over-year pace
The next calendar year, the topline revenue grew from approximately $21 million to just under $27 million
Net Income grew 61 percent year-over-year
Surveyed employee morale went from below 1, on a scale of 1-5, to over 4
Surveyed morale on the leadership team went from 0.6, on a scale of 1-5, to 4.5
The distribution center and warehouses went from chaotic messes to highly organized and efficient support centers
Hired an A+ executive who runs the day-to-day operations of the company today, freeing the president to do the things he is good at and loves to do
