Key Associates, Inc. has worked with Fortune 500 companies, Inc. 500 winners and various government agencies. We have specialty areas in healthcare, technology, manufacturing, services, not for profits and government.  A sample of our clients includes:

Initially, the participants were reluctant regarding the time commitment required for full participation. After attending the first few sessions, the participant feedback was outstanding. The attending executives reported that their skills and perspective on leading evolved over time and they learned things that they would not have on the job.

Upon completing the 10 month commitment, some of the comments made in evaluating the program included: “Thank you for making this a great year!” “You inspire me and make me want to be my best!” and “You made the year perfect!”

Key Associates, Inc. Helps Fortune 100 Manufacturer Shift Culture 
A shift in management styles requires sweeping changes in every aspect of company culture. When a Fortune 100 manufacturer wanted to shift from an autocratic management model to a team focused one, they asked Key Associates, Inc. (KA) to help manage the change and achieve a successful transition.

First, KA worked with senior corporate leadership to clarify their objectives. Then KA conducted an organizational assessment using interviews with key employees, focus groups, and questionnaires. By analyzing assessment results, KA assisted management to identify gaps and develop strategies for creating a more customer-focused, participatory culture.

Finally, KA facilitated a cross-functional task force to spearhead changes in the company's employee reward and recognition programs. This initiative incorporated a range of reinforcement and leadership training activities, including leadership development with senior and mid-management, pay-for-skills, gain sharing and teambuilding with all employees.

As a result of KA's work, the company achieved increased productivity, improved employee morale, and greater cooperation with union leadership. Most importantly, the company created a more participatory culture that encourages employees to expand traditional roles and apply their skills in new ways to meet production goals and safety standards, as well as increase their overall workplace satisfaction.

Key Associates, Inc.  Coaches CEO's for Business Growth
A group of CEOs representing $10- to $350-million companies participated in monthly roundtables to discuss common business challenges. Key Associates, Inc. (KA) served as executive coach and facilitator for two roundtables to help participants clarify issues, define objectives, and develop strategies to address the complex challenges these CEO's faced.
While discussions covered a wide ranges of planning and management issues, the group's highest priorities included the following common concerns:

• Achieving growth in a down market

• Succession planning

• Employee selection and hiring

• Leading change

• Retaining top talent

Ninety-two percent of participating CEOs indicated the roundtables significantly improved their business leadership skills. They reported an average 26 percent annual growth in revenue following their participation. Most participants cited the combination of coaching and group synergy as significantly contributing to their improved innovation and effectiveness in leading their companies.

Key Associates, Inc. Conducts Board Retreats That Help Build Consensus
A non-profit's board of directors was unable to reach consensus on the organization's future, and fund-raising efforts were stalled. Board members had complained that infighting was sapping the board's energy and damaging staff morale. Key Associates, Inc. (KA) met with the board and staff to gather input and proposed a series of workshops designed to reduce conflict and build consensus.

KA conducted workshops for the board and staff that focused on defining a unified vision and establishing goals for the organization. Through a series of strategic planning and strategy development exercises and activities, board members and staff discovered common ground and began working together more cooperatively.

Following the conclusion of the workshops, the board was able to develop a three-year strategic plan for the organization. The board's new-found consensus helped staff effectively implement the plan, and the organization was able to meet the goals established for the first year of the plan. With the board's help and support, this non-profit went on to achieve higher fund raising objectives than ever before and was able to attract competent new board members as well.