Twenty years ago,
I was retained by the CEO of a growing public company
to recruit military veterans for a newly formed Leadership Development Program (LDP).
The CEO informed me how the company grew through acquisition
and did a poor job assimilating the new employees into the company.
He felt the performance of the newly acquired offices was dropping and the common focus was lost.
As a result, the company culture had been seriously diluted
and the CEO had lost confidence in many of the local managers across the country.
The CEO was looking to bring on managers he could trust and be loyal to the organization.
He reached out to me because I’m a retired Marine Corps officer and he thought
I could find the type of leader he was looking for – which I did.
After a few conversations, we zeroed in on the most desirable traits and recruitment began in earnest.
In two months, we had recruited enough prior military veterans to launch the first LDP class
and in 18 months, we recruited 55 highly proven military leaders!
Twenty years later,
that first class blossomed into many more and
even led the company to eventually launch a new division focused on providing solutions to the government.
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