We did executive level consulting, executive leadership development and then cascaded the critical few goals to every leader in the organization as they went through leadership development. They then cascaded those metrics to their divisions and teams. We created an organizational-wide recognition system that was dynamic over the years based on their critical few metrics.

Because of our wild success with GTE, we ended up working with just about every major carrier.

We consulted with AT&T as they had to divest the baby bells. We did morning sessions. We gave the leaders a towel to cry in so they could get over it and move on. We then over the next 10-12 years worked extensively with Bell South, Pacific Bell, Southern New England Telephone Bell.