Alan Booth - The Leader's Leader

Managing the turnaround or exiting of an important manager with disruptive relationships with key internal customers

Shifting the leadership approach of an executive from "fire fighter" to one who directs his staff focused on the most significant priorities

Re-building a culture that is stressed because of a 40% change in executive staff; change in roles of legacy people, terminations and new hires

Executive who has a high need for being "right", marginalizing peers and politically out of order

Top executive needing to build greater trust with his team

New manager involved in the start up of a new function, staffed by people from other departments - great technical credentials and no previous management experience

De-commissioning of the US operation of a European parent, focused on transitioning key executives with other companies, start up a new business as options

Significant leadership vacuum of a US subsidiary where the European parent has a different mindset for executing growth

Transitioning executives into a new organizational structure due to the departure of a senior team member with no budgeted replacement

Summaries are for the period 2011-2012