It's not enough to say what you can do. You have to be able to do it. You have to do it well and you have to do it more than once. The Medlin Group's success stories are diverse and compelling. They include multiple industries, corporations as well as churches, organizations of all sizes, leaders at every level, and entirely customizable solutions. It's all in the execution and The Medlin Group delivers.
Alderwood Community Church, located just north of Seattle, has an active membership around 1500. The senior pastor decided that a full-day retreat with The Medlin Group was just what the staff needed to rejuvenate their interactions and elevate their already strong bond of collaborative teamwork. Even after working together for decades, the pastors and staff gained new insights about each others’ behavioral and decision-making styles, elevating their mutual respect for one another and providing a platform for valuing their distinctions.
Over their seven-year engagement with AT&T, The Medlin Group’s services were broadly utilized including:
This global telecommunications company drew on the expertise of The Medlin Group to gain competitive edge and consistency in performance across multiple lines of business including National Accounts, Government Solutions, Select Accounts, Alliance Channel, Inside Sales, and College Hire Sales. Many of the executives and sales people from around the country who participated in training from The Medlin Group still retain a professional and personal relationship with Ken and Judi.
Bucyrus’ products cost millions of dollars. Their prospects number fewer than a couple thousand. Their competition is relentless. The expertise required to secure a sale is prodigious. The sales cycle takes years. Every sales call matters. Execution must be flawless. There is no room for error. The company engaged The Medlin Group to sharpen the skills of its talented sales team and to invigorate the leadership with a coaching model that reinforced the desired behavior, delivering record revenue despite a declining global economy. Proof that Bucyrus’ products, sales, and customers were highly prized was the fact that they were purchased by Caterpillar in 2011.
Cherry Hills Community Church is a large, non-denominational church with several thousand members. The Missions and Outreach (M&O) department is responsible for the church’s extensive, worldwide programs. Recently the M&O organization reevaluated its focus areas, deciding that a reduced number of deeper penetrating, long-term programs were more sustainable than the broad range of prior initiatives. Once that decision was reached, the delicate process of reallocating still-scarce resources, budgets, and staff assignments began. The Medlin Group worked with the Missions and Outreach pastor in determining how to select and communicate those strategic decisions, which were now rooted in a fresh vision and an invigorated long-term plan. While it is always difficult to determine good versus best, The Medlin Group facilitated the team’s selection in making the wisest choices with the best resources for the desired outcome.
Revenue at DDN was declining. Did that mean Sales wasn’t doing its job? The CEO and the President both wanted to know. The Medlin Group conducted an extensive audit of all internal processes including prospecting, account assignment, accountability, resources, leadership, pipeline management, quota assignment, and compensation. The conclusion was that the sales team was doing its job well but the market and the competition were changing the game. The company was able to adjust its strategy and emphasize its unique value proposition as an alternative to changing out sales resources.
Dohmen, an innovative, fast-moving healthcare supply system firm, has been in business for over 150 years and is still family-owned and operated. Its multiple independent operating units are simultaneously integrated and diverse, purposeful and pioneering, coordinated yet innovative. Leading with consistency and accountability without stifling growth was a challenge for the CEO and divisional Presidents. For the past eight years The Medlin Group has provided executive coaching and leadership evaluation to the CEO, executive leadership team, and their direct reports, along with extensive sales evaluations and audits to the divisional Presidents.
Mergers change the playing field. Huntington Bank undertook more than one, acquiring other banks and bringing in additional leaders. How do the “old” and the “new” team members work together? What will the new landscape look like in terms of power, position, and prestige? What will the resulting culture be? And who’s paying attention to the rank and file in the process? These were just some of the challenges facing Bank leadership as CEO’s changed and the established ways of doing things vaporized. Add to that an economic and employment crisis in the financial markets and upheaval and uncertainty were rampant. The Medlin Group was hired to coach the interim executive team through the CEO transition and then was asked to work with specific regional Presidents who were new to their roles as a result of organizational and marketplace changes.
The Medicus Firm, a privately held physician recruiting organization had just undergone a merger of two equals. The newly combined managing partner team needed to align their visions, coordinate their goals, elevate their trust, and improve their communications so they could lead with clarity, congruency and conviction. The firm turned to The Medlin Group for assistance in setting strategy, redefining leadership roles, and determining must-do priorities. Since that initial engagement, the partner team meets with The Medlin Group at least once each year to review and retain focus for their growing business. Medicus has utilized many of the leadership development solutions offered by TMG for both the managing partners as well as their senior leadership team.
New Life in Christ Church is an urban church in the heart of Denver’s low-income neighborhoods. The senior pastor wanted to make a meaningful investment in his young leaders, men and women with unstable work histories and patterns of inconsistency. The Medlin Group conducted a full day leadership and communications seminar, followed up with a team building session. Several of the attendees were able to use their newly acquired skills in job interviews, employment opportunities, and most importantly, in familial interactions, all with very sustainable favorable outcomes.
Postini, a Silicon Valley start-up, enlisted The Medlin Group to enhance their hiring, staffing, onboarding, and evaluation processes. Because of their rapid growth and limited Human Resources capabilities, they needed clear, comprehensible processes to swiftly identify candidates and hire and train them to promptly yield quantifiable results.. The Medlin Group designed a simple yet comprehensive company-wide process to identify and onboard new hires, quickly enabling them to reach a level of productive contribution. The firm rapidly grew its market share and was eventually acquired by Google, which indicates they did a lot of things right!
The President of Restat thought there was a high-performer in the ranks. He wanted to validate his observations and understand this executive’s perception and potential. Through their Discovery Interview process, The Medlin Group aggregated input from the executive’s superiors, colleagues, subordinates, and peers. Responses and trends were compiled in a formal report presented to both the President and the executive. The results affirmed the President’s favorable impression and established a foundation for coaching, investment, and advancement. The entire leadership team at Restat must have been doing something right. In 2013 the company was purchased by Catamaran.
"For the past forty-one years, God has privileged my wife and me to pastor an underclass, mostly minority church in the inner city of Denver. The divide between that demographic and mainstream society is enormous. So many things that work for the majority culture simply do not work here. It is difficult enough for someone from the outside to accept that disagreeable reality; it is quite another thing to attempt to bridge such a gulf. Eight years ago, Ken and Judi Medlin came to us with singularly open hearts, extensive business backgrounds, and a love for Jesus Christ and the poor. In a few years, they covered interminable social distance that took us decades. And then they offered to coach and equip us with skills we never learned in seminary, much less in urban ministry. As a result, our key personnel and we now have in-depth profiles of how we function as leaders, we have a business plan, and we have been spared some potentially disastrous decisions through their counsel. They have been a literal Godsend. "
New Life in Christ Church