ECG’s Outstanding Results


A state College had experienced a high turnover in the leadership of its diversity office, racial tensions in the community surrounding it, and problems with its support services to its minority students. The new director of diversity wanted to institute some bold changes and make the office more visible for the range of services it offered. ECG was contracted to provide professional diversity consultation in rebranding the office, developing a three-year strategic plan, a diversity institute, and to design and conduct focus groups to identify student perceptions of services delivered to them. cs1

ECG’S APPROACH: ECG conducted interviews, reviewed the college’s diversity strategic plan and the college’s assessments of student success, diversity/inclusive messages on college website, student climate survey, conducted meetings with leadership team for minority student success, provided editorial services that promoted new approaches to diversity, and designed and facilitated six student focus groups.

IMPACT: ECG’s insights helped the College develop effective tactics with boundary management so that conversations with and among the College community were more culturally inclusive. One such mechanism was the implementation of authentic dialogues among students. A coordinated system for implementing media rich channels cross-functionally and with key stakeholders was incorporated in the strategic plan. This allowed the Executive Director to have more efficient response time for upcoming meetings, events, and for reporting updates to the College’s President for his engagement with county and state officials. A name change of the diversity office resulted from the rebranding.


This former 10-year old program at a leading state university recently hired its third director to grow the program, which was in a state of dysfunction and not meeting its goals. It had upgraded the performance reports to an integrated electronic data management system, which the federal grant agency monitored for compliance. The new system appeared complex and only one of five staff members could operate the input system. Leadership-followership and generational issues prominently emerged among the group dynamics. Escalated interpersonal conflict affected collaboration, listening, role efficiency and authority of the director. The program was in danger of not meeting the compliance target for yet another year. This was a crisis that signaled the demise of the program. ECG was hired to work with the director and staff with these key issues at the center of its focus. cs2

ECG’S APPROACH: ECG conducted interviews with the staff, a previous interim director, and reviewed policy documents, program objectives, and reporting relationships. Following our analysis of data, a feedback session was made to the director and his staff of the emergent themes that characterized systemic and organizational cultural issues and concerns. ECG made a number of recommendations for immediate and short-term actions, among which was a facilitated two-day staff retreat in Conflict Resolution, Effective Communication, and Team Building.

IMPACT: ECG’s integrated methodological and strategic approach to the data collection and staff retreat provided the clarity for the program Director and staff. They reported having easier conversations and information sharing and greater collaboration on weekly targets, recruitment strategies, increased work flow, accountability, and improved interpersonal communication among themselves and their strategic partners. The program achieved its compliance goals for the first time in its four-year existence.


This international United Nations organization recruited ECG and a strategic partner to assist the agency with curriculum development that would address gender equity in the telecommunications industry within member countries in eight critical areas: Regulation, Access strategies, Licensing, Interconnection, Tariffs, Competition strategies, Change management, and Strategic Human Resource Management. The client was trying to address the invisibility of women in the management and leadership of the industry and to enable a shift in this profile. cs3

ECG’S APPROACH: Our subject-matter-experts (SMEs) researched telecommunications regulations and policies related to the eight areas identified for reform in the industry. ECG also leveraged its experience in curriculum development, diversity advisement, strategic human relations, change management, and adult learning theories to design train-the-trainer interactive, multi-media modules.

IMPACT: The project assisted the ITU greatly in achieving its mandate in streamlining gender equity in its member countries, several of which represented a cross-section of the global information communication and telecommunication ICT sector in 193 countries and 700 partnerships in the private sector and academic institutions.


ECG was contracted to design and deliver a half-day seminar to train senior political elected officials, mainly mayors and council persons in leadership. The training was not only a resource for developing the leadership pipeline, but it also attempted to equip leaders with competencies to address intercultural challenges they faced with changing demographics in their constituencies. Over 80 mayors and city administrators from across the United States benefited from this training. cs4

ECG’S APPROACH: ECG’s Leadership That Matters™ format was used, engaging the participants in role plays that modeled how leadership skills interfaced with effective communication and small group dialogues that allowed experiences to emerge and be shared in the large group. The seminar addressed issues of leadership communication, role clarity, mindsets, attitudes, motivation, and followership patterns that enable elected officials to maximize their leadership potential.

IMPACT: Participants left the workshop energized and reported that they were more equipped to listen to real needs of constituents and disclosed that examples shared on how to influence ethical stakeholder relationships, were very helpful.


The Secretariat for nine governments that formed an economic union selected ECG to develop a three-year Communication Strategy and Action Plan and to examine its readiness for adopting more high-speed and effective communication demanded of an international organization of its kind. cs5

ECG’S APPROACH: We worked with all levels of the organization in performing a communication gap analysis and assessment of communication needs and competencies, mapped key stakeholders, and provided mechanisms by which to engage their strategic partners more efficiently. ECG designed and administered an online staff survey, designed and facilitated focus groups with administrative staff and media managers, and interviewed executive staff of the organization. Data collection also included the analysis of working documents and policy papers. We delivered three formal status reports – Inception, Intermediate and Final – and held regular meetings with the leadership team to ensure all required deliverables were on schedule and of the highest standard. The final report was delivered in a professional slide presentation to the executive staff.

IMPACT: It became evident that implementing the work plan required training the staff in effective internal and external communication; this was our recommendation. The organization issued the procurement to train all staff in cross-functional and effective communication and hired a communication coordinator as we had advised.