Case Studies

Challenge

• Leadership transitions and role changes create uncertainty and stress
• Cross-functional handoffs (land, construction, sales) prone to friction
• Strong technical talent, inconsistent coaching and people development
• Risk of “training fade” after an initial two-day offsite

Approach

• Two-day social bond offsite to establish shared language around trust + execution
• Seven-month coaching journey with monthly Coaching Sprints (systems thinking, change management)
• Laser coaching with key leaders (supportive accountability, delegation, coaching conversations)
• Trust rituals (wins, ovation moments, intentional connection) to fight the forgetting curve
• Start / Stop / Continue and ongoing reflection tied to growth goals

Key Metrics & Outcomes

“We became a stronger team as we intentionally created a systems thinking methodology. Trust went up, accountability went up, and our leaders are thinking more like coaches and system-builders.” — Division President

Challenge

• Cross-functional friction across key stacks (openings, purchasing, design)
• Need to scale rapidly while maintaining a luxury customer experience
• Siloed behaviors at the contributor level despite strong intent
• Staffing shortages and growth pressure increase burnout + rework risk
• Concern that a powerful offsite could fade without sustainment

Approach

• Two-day social bonding offsite to reset expectations (trust, accountability, results)
• Seven-month coaching journey with monthly Coaching Sprints (systems, playbooks, handoffs)
• Laser coaching (productive conflict, adaptive leadership, strategic communication)
• Forgetting-curve countermeasures (rotational reflection emails, dinners, truth exercises)

Key Metrics & Outcomes

“We evolved from a group of strong individuals into a more honest, systems-minded leadership team.” — Division President

Challenge

• Mid-range trust/results with low accountability despite strong potential
• Cross-functional cohesion and follow-through inconsistent
• Leaders not fully owning “A-Team” responsibility for growth
• Concern workshop inspiration would fade without behavior change

Approach

• Two-day social bonding event focused on trust → accountability → results
• Vulnerability-based leadership + honest feedback practices
• Clear decision-making, commitment, and peer accountability
• Double-loop learning to reinforce learned behaviors
• “Coach Approach” to build influence and sustain change

Key Metrics & Outcomes

“Our team has sincerely benefited from this experience.” — Division President, Regional “A-Team”

Challenge

• Trust/Conflict/Commitment mid-range; Accountability low
• Cross-functional work existed, but not yet cohesive
• Concern insights would fade and old habits would return
• Need leaders to cascade learning down the ladder

Approach

• Connection-first kickoff to establish psychological safety
• Six coaching sprints targeting systems gaps
• TrustFlow™ backbone for supportive accountability
• Systems thinking mapping to clarify ownership

Key Metrics & Outcomes

Challenge

• Meetings drifting toward “Death by Meeting”
• Need tighter clarity and consistency
• Leadership transitions and succession planning

Approach

• Two-day offsite for trust and collaboration
• Six coaching sprints to redesign meetings
• Five Cs framework to close loops

Key Metrics & Outcomes