Leadership Examples
Join leaders Who’ve Cracked the Success Code
At The Pacific Institute, you’ll master the same proven tools that have transformed thousands of leaders across nearly every industry and field. What are you waiting for? Read more, but if you’re here, it’s likely more than time for change.
Yakima Valley Memorial Hospital
Yakima’s objective in working with Inside Results and The Pacific Institute was to measure its culture against high performing organizations in order to identify areas that could be fine-tuned and in the words of CEO, Rick Linneweh, “keep the focus on continued improvement.”
Manual Arts High School
A geographic area where: Disenfranchised youth and young adults have mobilized into over 1200 gangs with over 98,000 known gang members, creating an unprecedented pattern of violence and destruction; There are an average of 600+ homicides a year; Inner-city concentrations of poverty, crime and racial tension have created the antithesis of the perfect environment for learning.
Phoenix Elementary School
In 2003, Phoenix Elementary School District was scoring below average on state administered test. Preliminary testing through the No Child Left Behind Act (NCLB) had eighth graders placing in the 33rd percentile in reading,
Snowflake Unified School District
In November 2002, President Bush enacted the No Child Left Behind Act, which demanded a higher-level of performance from students around the country. The No Child Left Behind Act mandated that 100% of all students must receive passing scores on state administered tests by 2014.
Mission Bank
Let’s begin with the premise that a clearly articulated vision drives real business growth, and that an aligned mindset behind that vision drives exceptional business growth.
Jiangsu Sports Administration
In the 2005 10th Quadrennial National Games held in Nanjing, Capital of Jiangsu Province, the Jiangsu Teams were motivated to earn honor for the people of Jiangsu. The teams worked diligently. The athletes, fit and well trained, competed to the best of their abilities...
University of Alabama Football
Roll Tide! Nick Saban took over as head coach of the Crimson Tide in 2007 after the team was coming off one of their worst seasons on record. In 2007, when Nick Saban took over as head football coach for the University of Alabama Crimson Tide, the team had just finished one of its...
Millstone Nuclear Station
When Leon "Lee" Olivier was appointed Chief Nuclear Officer at Millstone in 1998, recent deregulation in the nuclear portfolio_category created extensive competition, with consumer prices at record lows. Olivier recognized that if Millstone was to remain competitive, the station would...
Midland States Bank
Founded over a century ago, Midland States Bank was a well-respected member of the business community and solid pillar of the financial establishment in Illinois. It had survived booms and busts and created hundreds of local jobs and financed hundreds of homes over the years...
Mark Christopher Chevrolet
He realized he was sitting atop a fractured, under-performing organization. It wasn't sinking, but it wasn't growing either. Aligning employees and their departments to accomplish the same goals was key to creating an optimistic, confident culture that encouraged upbeat conversation...
Connecticut Light and Power
According to the consultants’ report, a “risk-averse culture” with a “reluctance to hold people accountable” had literally “frozen” Connecticut Light & Power into a performance that was “not cohesive, nor executed with precision.”
Nova Southeastern University Athletics
Athletic directors and coaches have a tremendous impact on their players, both on and off the field. They motivate individuals to be the best they can be, and today’s coaches know that this involves much more than athletic ability or skill. It is about mindset and a belief in the player’s ability to succeed.
Schneider Trucking
Schneider Trucking, a major North American transportation corporation, wanted to improve its safety record. It previously espoused a behavior-based safety approach and sought to move to a belief-based safety approach, with the idea that a deeply-held belief in safety would make employees safer.
California Department of Corrections
Looking for a way to cut costs associated with recidivism, as well as create positive results for parolees in transition, the CDC partnered with The Pacific Institute.
Providence Health & Services
Providence Health & Services is a Catholic network of hospitals, clinics, care centers, physicians, home health care, and housing. It is also the second oldest not-for-profit corporation still in existence in the state of Washington.
Department of Child Support Services – Sacramento County
Establishing a vision was paramount, as Porter knew it was the foundational key to a successful organization. She began working with the leaders by asking them to describe the department’s current reality, and then shifted to painting the vision of what they wanted. The team aligned to recognize the department’s potential, and they embarked upon the culture journey together.
“I’ve used the information from The Pacific Institute in all areas of my life. I decided I would try to be the #1 person at the company, which I managed to succeed. I set a goal to find somebody worthy of loving and I found him. I doubled my income for a number of years.”
Christie Mueller
#1 Financial Advisor, New York Life
No Fluff. Just Transformation.
Russ Meyers
Chief Operating Officer
YAKIMA VALLEY MEMORIAL HOSPITAL
“The level of trust between departments, levels and functions. It has unleashed a potential that we were unable to access in the past.”
Leon J. Holschbach
Chief Executive Officer
MIDLAND STATES BANK
“The Pacific Institute has helped us unleash our potential. We are a different bank than the one they first started working with. Then, we were stable horses. Now we’re a herd of thoroughbreds. They have helped us become more agile, better thinkers, better team players, more corageous. Without them, we wouldn’t have been ‘read’. As we continue to execute our strategy and make more acquisitions, we look to them to assist us in the evolution of our culture and leadership style and to keep us ‘ready’ to respond to an ever-changing world and marketplace.”
Diana Wolf
Assistant Vice President Manager
HUMAN CAPITAL
“The focus is on a high-performance culture. This is who we are. When we set goals and the right affirmations to go after these goals, we blow through them… We own, innovate and achieve.”
Robert Hellrigel
Executive Vice President
HOME AND COMMUNITY CARE
“We’ve seen our caregiver engagement scores go up considerably in those first programs. We’re seeing the wave. It doesn’t happen overnight – it’s got to be a home-grown process. They go back, they reflect, and they thin about what they have experienced. They have a chance to huddle as a team and discuss the commonality in their takeaways. The role of leaders is to say, ‘How do we bring this forward, what does this mean for us, not just personally, but in our roles at work?'”
Leon Olivier
Chief Nuclear Officer
MILLSTONE
“The Pacific Institute curriculum has been one of the launch pads that has enabled us to achieve success that was, quite frankly, beyond anyone’s imagination. Nobody can tell me we could have accomplished all that we did using just conventional management techniques. We ended up making performance breakthroughs, and The Pacific Institute played a big role in making it happen.”
Gee Gee Patridge
Chief Operations Officer
BANKPLUS
“Bill Ray has been at the bank 33 years, and I’ve been here 34, and probably we would both say The Pacific Institute is the best partnership we’ve had.”
