• We optimize individual and team performance by bringing together personality factors and
 decision-making patterns to create new insights into leadership dynamic
• Understand the interface of M&A personalities and decision-making in M&A
• Assess culture as part of due diligence to ensure M&A will be successful
• Shape decision-making to fit future needs
• Maximize performance of new entity to leverage the attributes of both judgment and personality of key personnel and teams

• Create more effective combined leadership
• Create a more productive culture for work groups
• Understand your group’s “blind spots” in judgment
• Minimize identified weaknesses
• Increase employee engagement
• Improve communications before and after M&A
• Strengthen trust
• Gain insights for new leadership team and succession planning
• Develop leaders

• Identification of new leadership’s personal patterns and tendencies that limit performance and hinder the M&A
• Creation and support of personal growth plans
• Measurement of growth through pre-and post-assessments
• Insightful pairing of mentors/coaches with mentees (both on acquired and acquiring side)
• Improved job satisfaction
• Reduction in post M&A turnover

A nationally known contractor for big-box retailers and retail malls evaluated their top 35 leaders with the Judgment Index™ to gain insight into their group decision-making process. Of the 35 leaders present at their national meeting, 28 were represented by two very similar decision-making styles. Only 7 of the participants differed in their decision-making perspective. As result, the leadership recognized the lack of diversity in decision making and took steps to diversify their upper management to include individuals with different approaches to problem-solving. One of the 7 was moved to the C Suite and is now the CEO.

A respected real estate sales team was looking to grow its culture. Interviews with each team member occurred in conjunction with a Judgment Index™ assessment of their culture. The vast majority of the sales force said the greatest source of stress were emergency meetings to address concerns, which happened almost weekly. The Judgment Index™ identified the source of the stress – the leader was highly reactive while the sales force was very deliberate. The leader was shown the findings and immediately made changes in how those meetings were conducted. Stress was reduced and morale improved.

A project-lead spearheading a new product performed an assessment that quickly alerted a Judgment Index™ consultant to the potential for significant mistakes, either occurring or about to happen. Less than a month later this individual informed the leadership that a targeted customer had committed to a roll-out of their product and money would flow in 3 months. Related acquisitions occurred and staff was hired at the cost of tens of millions of dollars. Follow-up with the customer revealed a commitment was in place but revenue would not occur for 18 months. Chapter 11 bankruptcy was filed. The at-risk individual’s poor decision-making broke the company.

In another case, a world-class expert in the medical field was hired by a large medical outsourcing company to spearhead an outsourcing effort. The company assigned one of its leading VP’s to assist the newly hired physician. In three months, he left, and a second VP was put on the effort. He, too, left after about three months. The COO requested the new hire take the Judgment Index™, which revealed scores that showed he had trouble working with others, which posed a risk to the organization. The solution was to redefine the new hire’s roles and responsibilities to take advantage of his outstanding problem-solving skills while reducing his need to work with others.

Blue Cross Blue Shield of Tennessee historically experienced nearly 40% annual turnover in its Customer Service Center. The Judgment Index™ was added to the screening process after patterns in response from long-term employees in that position were compared to those leaving the position. In the first year, after partial implementation, turnover dropped to 19%. After full-implementation in the second year, turnover was reduced to 7% and has stayed in single digits for more than two decades. This action served to solidify the positive culture they so desired. Customer care is foundational to the insurance industry and high rates of turnover on that front impacts the culture and the bottom line.