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Client Story

Lexicon

Lexicon
Port Reorg & Team Coaching

Solution
  • Leadership Development & Coaching, Team Performance, Change Leadership, Strategy Implementation
Industry
  • Construction

Their Challenge

Lexicon, an important steel industry  company, had been led by a charismatic, autocratic founder for decades, who stepped down due to health. The new CEO felt that attracting and retaining talented people was important to the organization’s future and recognized that new generations were not responsive to the Lexicon history of autocratic, “When I say jump, just ask how high” management.

The CEO also felt that innovation is key to their future success. The CEO was out to establish his credibility and that of his leadership team because some of the executives were approaching retirement and were soon to be replaced.

Our Approach

Conversant interviewed the executive team members and their direct reports to understand their purposes, concerns and circumstances. We worked with the CEO and 30 influential colleagues to develop a Strategy Story that became the basis for communication, engagement and strategy implementation across the entire company.

To improve team performance and ongoing leadership development, we worked with the Executive Team to develop succession plans by having the close-to-retirement leaders mentor successors. With our DecisionStyles assessment, executives and their direct reports coordinated their talents to improve alignment and execution. 

The Impact

  • The CEO said, “Conversant came to us just in time. We are communicating better, we are more aligned, decisions are better understood. Our new strategic imperatives are clear and well-supported and relationships with our people, the quality of our work and our safety record are all better than ever.”
  • In 2020, in the midst of the health and economic breakdowns due to the COVID-19 crisis, Lexicon, Inc had the most successful revenue and profit year in its history.
  • In the wake of a charismatic founder, the new CEO has established himself as an admired, trusted leader for the next era of Lexicon success. 

Conversant came to us just in time. We are communicating better, we are more aligned, decisions are better understood. Our new strategic imperatives are clear and well-supported and relationships with our people, the quality of our work and our safety record are all better than ever.

- CEO of Lexicon

Frequently Asked Questions

What are the most common causes of poor team performance in organizations?

Poor team performance most often results from misaligned priorities, unclear accountabilities, and a leadership culture that suppresses honest conversation. When team members cannot surface concerns or make real decisions together, execution suffers. Leadership transitions, siloed departments, and inadequate succession planning compound these problems. The Lexicon case demonstrates that shifting from an autocratic management culture to a trust-based, conversation-led leadership model directly improved strategic alignment, safety records, and financial performance – including record results during the COVID-19 crisis in 2020.

Conversation-based coaching improves team performance by targeting the quality of dialogue between leaders and their teams – not just processes or skills. When leaders develop the capacity to listen deeply, surface misalignment early, and resolve breakdowns through purposeful conversation, teams become more coordinated and decisive. Conversant’s DecisionStyles assessment and Conversation Meter help leaders and teams diagnose where alignment is breaking down and correct it through structured, intentional conversation rather than restructuring or policy changes.

Team training delivers predefined content – frameworks, tools, or competencies — in a structured format, with participants expected to apply knowledge independently afterward. Team coaching is an ongoing, adaptive engagement focused on how a specific team actually functions: how members make decisions, surface conflict, and align around shared priorities. Conversant’s team performance work is coaching-led rather than training-led, meeting each team in their real organizational context and building capabilities that are applied directly within the existing team dynamic.

Aligning a team through competing priorities requires surfacing disagreements explicitly rather than managing them around. Effective approaches include shared strategy narratives, clear accountability mapping, and structured conversations designed to resolve competing commitments. Conversant’s work with Lexicon involved developing a Strategy Story – a shared narrative that aligned the CEO and 30 influential leaders, creating a common basis for decision-making and strategic communication across the entire organization, even as it navigated significant leadership succession challenges.

Initial improvements in communication quality and decision clarity typically emerge within 30 to 90 days of a structured team performance intervention. Sustained gains – stronger execution, reduced conflict, and measurably better alignment – develop over 6 to 12 months as new practices become part of how the team operates. In Conversant’s engagement with Lexicon, the organization achieved record revenue and profit results within the same fiscal year their leadership alignment work was completed, demonstrating how rapidly behavioral change can translate into measurable business outcomes.

Their Challenge

Lexicon, an important steel industry  company, had been led by a charismatic, autocratic founder for decades, who stepped down due to health. The new CEO felt that attracting and retaining talented people was important to the organization’s future and recognized that new generations were not responsive to the Lexicon history of autocratic, “When I say jump, just ask how high” management.

The CEO also felt that innovation is key to their future success. The CEO was out to establish his credibility and that of his leadership team because some of the executives were approaching retirement and were soon to be replaced.

Our Approach

Conversant interviewed the executive team members and their direct reports to understand their purposes, concerns and circumstances. We worked with the CEO and 30 influential colleagues to develop a Strategy Story that became the basis for communication, engagement and strategy implementation across the entire company.

To improve team performance and ongoing leadership development, we worked with the Executive Team to develop succession plans by having the close-to-retirement leaders mentor successors. With our DecisionStyles assessment, executives and their direct reports coordinated their talents to improve alignment and execution. 

The Impact

  • The CEO said, “Conversant came to us just in time. We are communicating better, we are more aligned, decisions are better understood. Our new strategic imperatives are clear and well-supported and relationships with our people, the quality of our work and our safety record are all better than ever.”
  • In 2020, in the midst of the health and economic breakdowns due to the COVID-19 crisis, Lexicon, Inc had the most successful revenue and profit year in its history.
  • In the wake of a charismatic founder, the new CEO has established himself as an admired, trusted leader for the next era of Lexicon success. 

Conversant came to us just in time. We are communicating better, we are more aligned, decisions are better understood. Our new strategic imperatives are clear and well-supported and relationships with our people, the quality of our work and our safety record are all better than ever.

- CEO of Lexicon

Frequently Asked Questions

What are the most common causes of poor team performance in organizations?

Poor team performance most often results from misaligned priorities, unclear accountabilities, and a leadership culture that suppresses honest conversation. When team members cannot surface concerns or make real decisions together, execution suffers. Leadership transitions, siloed departments, and inadequate succession planning compound these problems. The Lexicon case demonstrates that shifting from an autocratic management culture to a trust-based, conversation-led leadership model directly improved strategic alignment, safety records, and financial performance – including record results during the COVID-19 crisis in 2020.

Conversation-based coaching improves team performance by targeting the quality of dialogue between leaders and their teams – not just processes or skills. When leaders develop the capacity to listen deeply, surface misalignment early, and resolve breakdowns through purposeful conversation, teams become more coordinated and decisive. Conversant’s DecisionStyles assessment and Conversation Meter help leaders and teams diagnose where alignment is breaking down and correct it through structured, intentional conversation rather than restructuring or policy changes.

Team training delivers predefined content – frameworks, tools, or competencies — in a structured format, with participants expected to apply knowledge independently afterward. Team coaching is an ongoing, adaptive engagement focused on how a specific team actually functions: how members make decisions, surface conflict, and align around shared priorities. Conversant’s team performance work is coaching-led rather than training-led, meeting each team in their real organizational context and building capabilities that are applied directly within the existing team dynamic.

Aligning a team through competing priorities requires surfacing disagreements explicitly rather than managing them around. Effective approaches include shared strategy narratives, clear accountability mapping, and structured conversations designed to resolve competing commitments. Conversant’s work with Lexicon involved developing a Strategy Story – a shared narrative that aligned the CEO and 30 influential leaders, creating a common basis for decision-making and strategic communication across the entire organization, even as it navigated significant leadership succession challenges.

Initial improvements in communication quality and decision clarity typically emerge within 30 to 90 days of a structured team performance intervention. Sustained gains – stronger execution, reduced conflict, and measurably better alignment – develop over 6 to 12 months as new practices become part of how the team operates. In Conversant’s engagement with Lexicon, the organization achieved record revenue and profit results within the same fiscal year their leadership alignment work was completed, demonstrating how rapidly behavioral change can translate into measurable business outcomes.

Lexicon
Solution
Industry

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PHS: Rebuilding Trust with The Promise

Their Challenge

Presbyterian Healthcare Services (PHS) had been working to improve the patient and member experience for many years with variable success; it was faced with renewed urgency to improve the customer experience in order to achieve their mission-critical goals with visible end results.

The risks were also growing with public transparency of performance and potential associated payment reductions. PHS leaders recognized that in order to significantly move the needle, they needed to connect with people’s hearts and minds.

Our Approach

If the solution were merely a clinical or business challenge, they wouldn’t have needed us, but they knew they had to go deeper, and engaged Conversant to guide more comprehensive change leadership. Our relationship with them began by meeting them where they were, taking stock of their organization as a unique ecosystem, and wrapping our expertise around their specific needs.

We began pouring over mountains of data and feedback that had already been collected from patients and members. This data was distilled into a ‘voice of the customer,’ which served as the basis for the work to come. We held workshops with the top 100 executives to help them understand what customers were asking for and create an aligned set of guiding commitments.

Our crowning achievement for PHS was this set of commitments to the customer, coined The Presbyterian Promise. Once The Promise was created, we learned that workforce members were confused with several sets of expectations and absence of clarity about what was relevant now. To address this we conducted a “clean the closet” activity where the leadership team reviewed past cultural icons and values to determine which ones would stay or go based on their alignment. Thanks to the clarity of The Promise, the task was easy, proving that The Presbyterian Promise was more than just nice words on a page. It serves as a filter and way to examine old ideas and ensure they helped achieve The Promise. By August of 2016, PHS advanced to a place where The Promise became part of their vision document and reaffirmed CARES Commitments- their refined values.

The Promise was designed to build PHS leader capacity to host conversations, align colleagues and help them move forward to deliver The Promise. To work, it had to resonate with its 10,000 employees and not be viewed as the “idea of the month.” We were asking the workforce to engage differently with their work, and we wanted to reach each person at the level of meaning and purpose. We needed to “do with” and not “do to” or “tell.” Instead of just presenting The Promise, meetings were designed so that each person got involved in the conversation. Leaders were supported with a cadre of facilitators to deliver conversations to over 9,000 employees through 700 collaborative leadership development sessions. Throughout the organization, we asked, “why does your work matter?” Employees became even more engaged and inspired to care for patients in a way that demonstrated the power of The Promise.

The Impact

  • PHS has seen progress in its mission-critical goal of improving the patient and member experience in the hospitals and health plan.
  • The nature of conversations within the organization has changed. Leaders are focused on facts, finding intersections in difficult conversations, and asking, “what is it time for now?” Awareness of presence, learning to listen and the impact of leader behaviors on the environment are forefront.
  • The method and approach have contributed to tangible improvements in workforce engagement. In fact, subsequent work in deploying strategy has utilized the approach and methods.
  • Capacity has been built inside the management team in using appreciative coaching skills.

Conversant is a true partner invested in our success. They met us where we were and have given us very practical skills to deploy in the moment to move us forward. Today I go into conversations that I might have avoided before; better prepared. Conversant is unflappable. They ‘locked elbows with us in moving us forward’ and addressed challenges and issues as they arose; true partners and guides in building our capacity as leaders and as an organization. I am grateful for the gift of how to have more productive organizational communications that allow us to be more productive 
and stronger.

A diverse group of people engages at an event in a conference hall.
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Kathy Davis, Senior Vice President, Chief Experience Officer, PHS

Their Challenge Presbyterian Healthcare Services (PHS) had been working to improve the patient and member experience for many years with variable success; it was faced with renewed urgency to improve the customer experience in order to achieve their mission-critical goals with visible end results. The risks were also growing with public transparency of performance and […]

  • Leadership Development & Coaching, Change Leadership
DFA cow image
Dairy Farmers of America

Their Challenge

The milk marketing cooperative Dairy Farmers of America faces a rapidly evolving dairy industry, with competitive and environmental pressure requiring leaders that could take DFA into the future. They recognized the need to prepare the next generation of leaders who respect DFA’s past, are deeply committed to DFA’s values AND can lead the organization through the complexity and various challenges. 

Due to the nature of DFA’s growth – that of an organization of acquisitions – the strategic business units are susceptible to “talent silos.”  Building the next generation of leaders would need to include a way to break down those barriers and for these top talent participants to begin learning about each other as well as other parts of the cooperative.  

Our Approach

DFA launched the Make Your Mark leadership development and readiness program suite, including two programs that cultivate future cooperative leaders at the mid-management level and senior management level. 

To develop a collective point of view on what skills future cooperative leaders will need to possess, DFA Talent and Organizational Development (T&OD) engaged Conversant to conduct senior leader interviews and analysis to derive the key development focus areas for both Make Your Mark programs, design the programs to address the key development focus areas, and facilitate each instance.  

The T&OD team established an executive steering committee to ensure program related decisions stayed in alignment with cooperative-level imperatives over division-level interests. 

Both leadership development programs feature immersive experiences, industry experts in critical competencies, and discussions with DFA leaders on the current strategy and issues within the cooperative. In addition to working on a real-world project and collaborating in a cohort talk space, participants received individual coaching and participated in assessments to further the respective development focus areas of each program. 

The Impact

The first three years of the Make Your Mark programs gave rave reviews of their experience. These included marks of 4.8 for the mid-level leader program and 4.7 on a 5.0 scale for the senior-leader program regarding the overall experience value. They also expressed that their participation in the program will add value to the organization, through scores of 4.8 and 4.7 respectively. 

The purpose of the Make Your Mark programs is to develop the future leaders of the cooperative. Therefore, the ultimate measure of success is the career advancement of participants. Within four months of the launch year program completions, three of the collective thirty-seven participants have been promoted within the organization. Two of the promotions were into roles that have been identified as critical roles to the organization’s performance, and one of the promotions was a female advancing into a senior director role.  

Their Challenge The milk marketing cooperative Dairy Farmers of America faces a rapidly evolving dairy industry, with competitive and environmental pressure requiring leaders that could take DFA into the future. They recognized the need to prepare the next generation of leaders who respect DFA’s past, are deeply committed to DFA’s values AND can lead the […]

  • Leadership Development & Coaching
Lacoste: A Brand Evolution Story
Secureworks

Their Challenge

Secureworks is a cybersecurity firm specializing in threat intelligence detection and response. The company offers advance threat and critical asset protection, compliance and cybersecurity risk management, and security operations services.

In 2017, Mike Cote, CEO, began a multi-year strategic change from a largely services driven business model to a largely Software-as-a-Service (SAAS) business model. The transformation led to changes in the leadership team (50% turnover), pace of research and development, marketing and sales processes, and a shift from a culture driven by efficiency to a culture driven by innovation.

Our Approach

To improve team performance, Secureworks introduced Conversant’s DecisionStyles assessment for executive team members that helped them see each others’ strengths more clearly and allowed each leader to know and understand one another in new ways.

Executive coaching for the CEO, the President, and the Chief Operating Officer supported them in creating a climate in which integrating new and old executives was an occasion for learning, personal growth, and unprecedented strategic alignment.

We worked with the entire executive team on the timing and quality of the conversations they have with one another, with the people they lead, with customers, and with board members. Using the Cycle of Value: Align, Act, Adjust and the Conversation Meter, they learned to diagnose situations, predict trends and prescribe solutions to practice effective change leadership and address alignment challenges.

Following Secureworks’ strategy implementation and partnership with Conversant, the entire company is focused on “innovating faster than the threat actors” in order to achieve cybersecurity.

The Impact

  • The Secureworks executive team, according to the CEO, is more aligned to strategic priorities than any time in their history.
  • The shift from efficiency to innovation accelerated the development of a new Counter Threat Platform that is the foundation for their SAAS offerings.
  • The CEO reported the executive development program Conversant provided for the President and the COO of Secureworks is the most impactful leadership development he has seen in his career.

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Frequently Asked Questions

Why do most organizational strategies fail at the implementation stage?

Most strategies fail in implementation because they are developed in isolation from the leaders responsible for executing them. When strategy is handed down rather than co-created, alignment is shallow — leaders understand the directive but lack the commitment or context to drive it through their teams. Execution also breaks down when strategic priorities are not translated into specific behavioral expectations, and when leaders lack the conversational tools to surface misalignment and resolve it before it compounds into visible organizational failure.

Leadership behavior is the primary determinant of how strategy lands at every organizational level. When senior leaders visibly model the behaviors the strategy requires — faster decision-making, cross-functional collaboration, a shift from efficiency to innovation — those behaviors cascade downward through the organization. When they do not, strategy exists on paper but not in practice. Conversant’s work with Secureworks demonstrated this directly: executive behavior change, driven through coaching and the Cycle of Value framework, was the catalyst for the company’s unprecedented strategic alignment and SaaS business model transformation.

Strategy becomes action through conversation — the decisions leaders make together, the expectations they set clearly, and the misalignments they surface and resolve in real time. A strategy document does not change behavior; a leader who holds clear, purposeful, and well-timed conversations with their team does. Conversant’s Conversation Meter and Cycle of Value (Align, Act, Adjust) tools help executive teams assess the quality of their strategic dialogue, diagnose where alignment is breaking down, and intervene before execution gaps widen into organizational failure.

Senior leader alignment requires more than agreement on a strategy document. It requires a shared understanding of why the strategy matters, what it demands from each leader personally, and how competing priorities will be resolved when they surface. Structured alignment processes — including executive team coaching, shared strategy narrative development, and tools like DecisionStyles — help leadership teams move from nominal agreement to genuine shared commitment. At Secureworks, this produced strategic alignment that the CEO described as stronger than any point in the company’s history.

Successful enterprise strategy implementation is characterized by visible senior leadership behavior that signals the change is real; clear accountability structures connecting strategic priorities to individual and team decisions; and rapid, constructive responses to misalignment when it emerges. At Secureworks, the multi-year shift from a services model to a SaaS business model succeeded because the executive team learned to align, act, and adjust in real time — a capability built through executive coaching, peer assessment via DecisionStyles, and deliberate practice using Conversant’s Cycle of Value framework.

Their Challenge Secureworks is a cybersecurity firm specializing in threat intelligence detection and response. The company offers advance threat and critical asset protection, compliance and cybersecurity risk management, and security operations services. In 2017, Mike Cote, CEO, began a multi-year strategic change from a largely services driven business model to a largely Software-as-a-Service (SAAS) business […]

  • Leadership Development & Coaching, Team Performance, Change Leadership, Strategy Implementation