Summary about my health. Explain your current fitness and nutrit.docx

Summary about my health.
Explain your current fitness and nutritional habits.
My current fitness right now is zero. I am 15 pounds overweight
of where I want to be. Since my fiancé had our daughter I lost
track time of working out. My nutritional habits are better now
than what they were before. I do meal prep. My meal prep
consist of 2000 calories a day. My only negative is not being
able to find time to workout.
Write at least a 700-word paper in which you include the
following (use headers for each section):
Explain your current fitness and nutritional habits.
Identify and describe 3 goals you can set to improve your
physical and/or mental health.
Explain some of the health risks associated with poor physical
health.
Explain some of the health risks associated with excess stress.
Explain the mind-body connection. What are some ways that
you can improve your mind-body connection?
Cite at least 2 peer-reviewed references.
Format your paper consistent with APA guidelines.
Running head: HIGH EMPLOYEE TURNOVER AND
STRATEGIC DEVELOPMENT 1
HIGH EMPLOYEE TURNOVER 35
*****MATERIAL USED IN PREVIOUS MANAGEMENT
CAPSTONE (MGMT659-1601A-01) DISCUSSION BOARD
1*******
Poor Leadership and High Employee Turnover

Management Capstone (MGMT659-1601A-01)
Dr. Bryan Forsyth
Saturday, August 03, 2019
Ronald Wellman
Table of Contents
Poor Leadership and High Employee Turnover 1
Abstract 4
The Culture of High Employee Turnover and Strategic
Development 5
Problem Identification, Impacts, Design of Research, and
Literature Research 5
Identify the Problem 5
Prepare a statement of the issue to be resolved 5
Impacts if issues are not resolved 6
Identifying the Consequences if the problem is not resolved. 7
Research 8
Problem Impact and Findings from Research 11
Research Methodology 11
Inductive Reasoning 11
Qualitative Write-Up 12
Compare and Contrast 5 Articles Annotated Bibliography 12
Identification of the problem measurement 19
Identify measurements of success to the problem 20
Data Collection and Research Analysis Methods 22

Data Collection 22
Identification of the data needed 22
Identify how data will be collected before and after the solution
states 23
Analysis of data 24
Research Analysis Methods 26
Discuss analysis of measurement results 26
Discuss findings of the measurable results 27
Discussion and Conclusion on Approach 28
Conclusions from Results 28
Recommendations 28
Recommendations for Further Research and Training 30
How successful the solution will be in resolving the issue 30
Compilation of Finding, Conclusions, and Recommendations
(Week 5) 32
References 33
Abstract
The high turnover of employees from the University admissions
department has been a problem that has continued for over the
three years. The high turnover exists in other departments for
the University however the admissions department experiences
the highest level and excessive turnover. The root cause that
underlying the problem is the lack of leadership from the top
executive leadership down to the middle managers and
directors. The lack of vision and mission and from stakeholders
combined with the lack of training and accountability at all
levels has impacted the organization with low morale, poor
culture, negative work environments, lower customer and

employee satisfaction, increased costs and lower strategic
advantage. The poor leadership also led to deviant behavior at
all levels of leadership and down to the employees. The
recommended change to close the gap is to implement a change
coalition to help align a clear vision to increase employee
retention and performance. The coalition will help monitor the
change with short achievable wins with measurable results via
surveys and lowered employee costs and increased profits and
efficiencies. Closing the status quo with training and increasing
communication, and empowering the worker and middle
management to make and implement changes that align with the
overall vision and mission of the stakeholders. The end result
is a more efficient and strategic advantage operations to better
compete on a global level and a superior product for students
and instructors.
The Culture of High Employee Turnover and Strategic
DevelopmentProblem Identification, Impacts, Design of
Research, and Literature Research Identify the Problem
The problem of high employee turnover is with the call
center for a University that I have worked for in the past.
Historically research has shown voluntary employee turnover
has been related to job satisfaction and perceived job
alternatives. The employee turnover has impacted the level of
service to the customers, morale, culture, team work,
communications, and career advancement. The turnover rate for
a group of 400 advisors in one year was 250 employees. Over
half of the advisors left, quit, or were fired for any number of
reasons. The numbers are astonishing and this problem is
drastically affecting performance at all levels of the company.
The issue to be addressed is the high turnover and the effects of
culture on the employees that contribute to the lack of
performance and strategic advantage in the workplace. The true
issue to be addressed is the lack of quality leadership’s and
their ability to adjust and respond to the changing global
economy which drastically affects the culture of a company.

Leadership with short term goals and lack of vision has little or
no strategic advantage and are at risk of a take-over by a
competitor. This culture encourages career minded employees
to flee and compounds turnover within the company and
ultimately decreases profits in the short and long term. A
quantitative example to prove the point is a University who
showed a 25% profit margin last year, yet the stock continues to
go down.Prepare a statement of the issue to be resolved
The root issue to be resolved is the lack of leadership
within this for profit University. This paper will not solve the
lack of leadership issue. This paper will address the issue and
title of this paper: The Culture of High Employee Turnover and
Strategic Development. When leadership and stakeholders
make a visionary commitment to the culture of the workforce
the high employee turnover will stabilize and that is when
strategic development of the company will have a chance to
grow and prosper.
To restate the issue to be resolved, is to say that when the
leadership corrects the corporate culture problems affecting
high employee turnover the company will see employee morale,
productivity, communication, efficiencies, customer service
increase and quantitatively profit margins and strategic
advantages will increase for the long term. Impacts if issues are
not resolved
Identifying some of the impacts of corporate culture and
high employee turnover will be to continue to see new and
seasoned employees leave the company for other opportunities
and job alternative as previously stated. The lack of career
opportunity will continue to attract less than desirable
employees. Career minded employees will look for more
congruent companies with a more desirable and positive culture.
For example companies like Google, Zappos, Southwest
Airlines, Twitter, Nike, and Facebook to name a few who are
using newer types of positive cultures from Holacracy, Power,
Task, Hierarchy, to Adhocracy cultures.
The impact of bad culture isn’t going to stay with the

admissions and advisor roles within the company. The impact
will spread like a virus throughout the University, to all aspects
of the company including the teachers and students/customers
which is one of the biggest reasons to change the culture
immediately. Other issues will include a lower standard of
working conditions and workplace pressure and stress.
According to the National Education Association, 50
percent of new teachers quit in the first five years. Why?
Because after grading papers, answering to assessment tests,
developing lesson plans, taking continuing education classes,
and coordinating parent conferences, a "calling" just isn't
enough to fuel the tank . A calling isn't a replacement for
culture (Spiegelman, 2012). Having the bad culture getting into
the customers, will eventually cause a riptide and severely
damage the ability for the University to grow and may cause
bigger issues with regulatory agencies .
Negative corporate culture will eventually lead to poor ethical
behavior and a variety of problems. One example of the
obvious in this corporate setting was the lack of discussion. For
starters when an employee would get fired or leave there would
almost never be any talk of why or even mention the person was
gone. Astonishing it was like the person never existed! This is
analogous of having a family member die and nobody says
anything to anyone about it. It’s that ridiculous! It is the
cliché example of the elephant in the room that nobody dared
talks about, but everyone has to look around to talk and see
each other. Team members dare not talk about it in fear of
retribution or consequences from leadership. The intimidation
and bully factor was intense. Identifying the Consequences if
the problem is not resolved.
Some of the consequences of not resolving the culture
issue are already taking affect and have been worsening over
the past three years and the removal of commissions from the
advisor compensation. When the incentives were removed the
lack of positive culture was exposed and negative culture has
been slowly increasing. The negative culture had degraded the

quality of work by employees and increasing the employee
turnover rates. Consequently the enrollments have fallen. The
quality of services and employees has fallen. The employee
satisfaction has fallen while fear has increased. The ethics,
leadership, values and vision of the company have also fallen
and are increasingly miss-aligned.
Coincidentally one of the Presidents of the company, who
has also turned over and is no longer with the company came up
with a strategic plan to move quickly to market with some of
the technology and marketing efforts (not typically seen in
education sector) and profits for the University have increased.
Unfortunately the high turnover rate is not limited to the
advisors. The consequences of this virus have also plagued the
leadership and faculty as previously mentioned, by continually
steering away savvy career minded individuals to seek
employment in other venues.
Interestingly the overall stock of the company continues to fall
and remain in penny stock value while the profits margins from
the recent year were in the 25% range. When I say penny stock
I am referring to the value of a share below $10 and the stock
having no equity value to have a brokerage or finance company
typically loan out money against the stock. Not a good
investment when offering employees stock options as incentives
to stay with the company. This is another consequence of bad
culture and ultimately poor leadership.
One serious consequence with bad culture is the negative affects
it has on employees personally and emotionally. To some
extent, corporations are beginning to realize that employees'
emotions affect their productivity (Ferro, 2016). A positive
culture in a company will help employee deal with difficult
issues and can increase efforts and focus on work tasks and
overall life quality and emotional intelligence in workers. The
lack of good culture and emotional intelligence could lead to
potentially risky environments if workers become distraught and
lash out uncontrollably either verbally or physically. Research
Research on high employee turnover as related to culture

and profits are how I intend to conduct qualitative research
using ProQuest to support the project solutions. I will use
research and methods from existing sources to show that the
potential locations or root of the problems in culture is the lack
of vision from stakeholders and leadership. The impact of the
research will clearly show how long term profits and customer
satisfaction suffer. Also due to the lack of succession and
promotions to internally grow talent in a timely manner hurts
the culture and growth of the company and ultimately profits.
Focusing on the issues and impacts involving current trends in
systematic analysis of causes and potential solutions for
employee turnover in organizations will prove viable options to
avoid the inevitable. Research between customer service
quality and employee turnover will also be included to show
how culture is a necessity when planning corporate strategy and
vision to assure long term success with employee/customer
satisfaction. Other research on the impacts of leadership
practices on employee turnover and influences of culture on
employee turnover will offer insight to the root cause of the
dilemma.
Using Psychological research showing the increased stress
and “workplace telepressure” to perform and negative health
consequences with negative cultures. Recent polls show 10% of
workers feel overwhelmed 100% of the time while at work.
And almost half (48%) overall, feel overwhelmed at work.
In conclusion, leadership with the ability to adjust, change
and respond to employee needs with a positive culture in the
fast changing global economy will dramatically decrease
employee turnover, and increase the strategic advantage.
Leadership must continue to focus on the long term vision and
culture of the company to remain strategically advantageous
from the competition. A positive culture will continue to feed
itself and grow just as a negative culture will fester and grow in
a negative way. Which would you rather have? It is up to the
stakeholder s to purposefully direct leadership in a positive
culture for continued measurable results for the company.

Problem Impact and Findings from Research Research
Methodology
Qualitative research methodology used is the dominate
method for this capstone paper; however that being said, some
of the articles use a quantitative methodology. Using the
quantitative articles will offer some numeric and statistical data
to reinforce the need for change in a numeric/money manner to
better persuade stakeholders and leaders to implement change at
the highest level of the organization. The Bureau of Labor
Statistics presents new employee turnover rates yearly. These
rates have revealed a constant increasing trend in employee
turnover. Employee turnover has been shown as an increasing
expense to the organization (Brown, 2011). Studies on this
phenomenon show that leaders, who lack the abilities and skills,
will have a negative effect on short and long-term employee
turnover and can even push highly skilled and loyal employees

out.
Characteristics of the qualitative research will be used by
observing patterns in similar call centers, retail, and other
business settings. After observing the patterns of high
employee turnover and lack of leadership a tentative hypothesis
will be given and develop general conclusions and theories
about the high employee turnover. This qualitative study of
resources and articles will be interpretive of employees in their
natural settings and will involve multiple sources of data and
participants. Inductive Reasoning
The inductive reasoning approach will be used in
conjunction with the mixed method study to collect data that is
relevant to leadership and high employee turnover. Research
will use strategic, ethical and prior personal experiences within
the organization to collect data from observations, documents
and studies. Analysis and interpretation will provide a deeper
understanding of the data and allow for better interpretation.
Data analysis process is listed below however in this capstone
class, no data coding will be completed. The validity of the
resources will consist of cross analysis and focus research in
leadership and employee turnover. (Forsyth 2016)Qualitative
Write-Up
The discussions of the articles to follow will include
detailed descriptions and themes to align with strategies,
analogies, and metaphors of how the findings relate to the
theories discussed in this paper. The problem identification is
high employee turnover at a call Center University is due to the
lack of skilled and quality leadership at all levels of the
organization. We will compare and contrast 5 articles on the
subject and develop a review and discuss the finding and
conclusions. Then we will identify how to measure the current
state of the problem issue. Finally by identifying the intended
measurement of success for the problem issue will offer needed
steps to correct the issues.Compare and Contrast 5 Articles
Annotated Bibliography
1. Duque, L. (2015). The relationship between leadership styles

and employee turnover intentions in higher education (Order
No. 3716137). Available from ProQuest Dissertations & Theses
Global. (1709259503). Retrieved from
http://search.proquest.com/docview/1709259503?accountid=269
67
The dissertation was conducted at a community college in
Hawaii with a multifactor leadership questionnaire completed
by employees to measure perceptions of leadership behaviors.
The turnover scale was measured by the employee’s intentions
of leaving the institution. The research showed a strong
positive correlation was found between passive management by
exception of transactional leadership style and employee
turnover intention. The study results indicate that employees
prefer leaders whose leadership styles are perceived as
transactional (Duque, 2015).
The study also suggested that poor relationships with leaders
are important reasons employees leave their jobs. In higher
education, turnover involves high cost of training,
organizational productivity, human resources, and
competencies. Leadership is an important factor to job
satisfaction, promotions and career minded individuals, and
salary considerations to motivate staff to continue with their
jobs. Turnover also lowers the quality of education and student
achievement at the university level. My personal experience
concurred with the results of this study.
2. March,Richard P., I.,II. (2015). Toxic leadership and
voluntary employee turnover: A critical incident study (Order
67
The study supported evidence between toxic leadership and
voluntary employee turnover. The process that the participants
navigated revealed organizational support systems from leaders
to human resources to senior organizational leaders colluded in
protecting toxic leaders to the demise of employees. The

study found that a lot of scholarly literature has traditionally
has shown organizational leaders from a positive perspective,
however the negative characteristics of some leaders, and the
consequences of these leaders’ actions, require overt analysis
and discussion because of the harm they inflict upon employees
and organizations (March, 2015).
Overall conclusions of this study came with practical ways
of neutralizing the impact of toxic leaders to the organizations
and employees. Some of the destructive leadership behaviors
listed in the study suggested that contextual, cultural, and
environmental causes with psychopathological personality traits
empowered toxic destructive behaviors. Psychopathological
traits like Narcissism, Machiavellianism, and Psychopathy were
three overarching themes leaders exhibited. In common terms
leader characteristics like the following:
· Self-Interest
· Controlling
· Exclusion
· Arrogant
· Corruption
· Verbal Abuse
· Bulling
· Hypocrisy
· Harassment
· Incompetence
· Egotism
· Cruelty
· Manipulation
· Power Hungry
· Unethical behavior
· Inflexibility
· Stifling Criticism
· Passive-aggressiveness
· Irritability
· Inability to develop and motivate subordinates
· Playing favorites

· Ineffective coordination
· Unwillingness to listen
· Incompetence
These are the essential characteristics oriented to toxic
leadership from senior level down to the Directors of
admissions at the university that the study associated with the
Machiavellianism, Narcissism and Psychopathy traits. It was
my experience when working within the university call center
that I experienced all and more of these toxic leader traits and
characteristics.
The work discussed the consequences of the toxic leadership to
have negative impacts on job satisfaction, performance, health
and well-being of the employees and culture. Interestingly
enough was the toxic leadership lead to deviant behavior on
organizations, high absenteeism, theft, unproductiveness,
unethical practices and high employee turnover. When working
for the university these deviant behaviors were observed at all
levels of leadership and employees and unethical behaviors
were encouraged for favored employees. When unethical or
nepotistic behaviors were mentioned to leaders I was faced with
opposition and retaliation.
3. Ballard, J. K. (2012). Call center turnover: A study of the
relationships between leadership style, burnout, engagement and
intention to quit (Order No. 3549435). Available from ProQuest
Dissertations & Theses Global. (1283387142). Retrieved from
67
Ballard points out that call center turnover rates range from
30% to 500%. Many factors contributed to the turnover, and
employers are losing billions of dollars in the process. An
interesting point is that research showed that increased
burnout/stress/disengagement, along with psychological issues
cause turnover in this “emotional labor”. The study noted
supervisors have direct influence and the dissertation used a
Multifactor Leadership Questionnaire to study and explored the
relationship with intention to quit and leadership influence.

This study showed leadership engagement styles are excellent
predictors of turnover and executives can use results to address
attrition and performance issues.
Findings in this article showed correlation between results
that demonstrated moderate to high correlations to intent to
quit. For example variables of Burnout (r = .666) and Laissez
Faire
Leadership (r = .563), and negatively correlated with the
desirable variables of
Transformational leadership (r = -.530) and Engagement (r = -
.680) (Ballard,2012). Interestingly the results aligned with
expected outcomes and showed that when the intent to quit
increased laissez faire and burnout also increased when
intentions to quit were decreased while transformational
leadership and engagement increased. The study also showed
that there was a high (61 out of 93) amount of laissez faire
leaders and with a substantially low number or transformational
leaders (27 out of 93). Over all the research supported
transformational leadership and engagement to lower turnover
and increase job satisfaction and organizational effectiveness.
My experience in the university call center also gave me a sense
of increased job satisfaction when leaders engaged more,
however minimally affected organizational effectiveness due to
the outdated and highly matrixed silo structure of the company,
limiting cross departmental collaboration and effectiveness
immensely. The cross departmental collaboration was further
inhibited by toxic leadership and diminished the effectiveness
of the leader engagement because nothing could be
accomplished to improve effectiveness and efficiencies to
promote a decentralized and empowered team.
4. Brown, L. A. (2011). The relationship between employee
turnover and leadership: A mixed-methodology
investigation (Order No. 3473127). Available from ProQuest
7

This mixed-methodology investigation of the statistical and
emotional sides of leadership with motivation and research
methods uses a large portion of this dissertation uses the works
of James Kouze and Barry Posner. Kouze and Posner examined
“The Five Practices of Exemplary Leadership” first started with
surveys back in 1983. Over the years they identified the five
concepts.
1. Model the way
2. Inspire a Shared Vision
3. Challenge the process
4. Enable Others to Act
5. Encourage the Heart
With over 30 years’ experience they bring a wealth of
knowledge to the table and the relationship between leadership
and turnover studied in this dissertation. The study concluded
that leaders who lacked skills and characteristics identified in
the five concepts of exemplary leadership have a negative effect
on long-term employment and contributed to high turnover.
The study gives insight and a background to motivation using
Maslow’s Hierarchy of Needs, Peter Drucker, Warren Bennis,
and Kouzes & Posner research. One of the most interesting
points that hit home with my experience at the University was
Warren Bennis response to what leaders need to do to retain
employees. Bennis replied that employees are happiest when
they deploy their full talents! Another poignant research by
Katie Dearborn contributed was that of emotional intelligence
approach to leadership. She wrote of the importance of
leadership training to develop visionary and effective leaders
who motivate, engage, and ultimately retain employees.
Dearborn and Daniel Goleman merged the four emotional
intelligence characteristics.
1. Self-awareness
2. Self-management
3. Social awareness
4. Relationship management
The ideas of combining benchmarking with emotional

intelligence are suggested to have a greater impact in the on
effectiveness of the leaders. Another disturbing and destructive
statement by Larry Levinson is the loyalty by employee’s
decreases with increasing turnover rates. My experience as an
admissions advisor with leadership was dramatically stifled by
the lack of leadership. The lack of “The Five Practices of
Exemplary Leadership” combined with the ignorance about
emotional intelligence characteristic’s from senior and lower
level leadership was astounding. The lack of training and
accountability of leaders by stakeholders was evident and
extremely demotivating. The role of the psychopathological
traits of Narcissism, Machiavellianism, and Psychopathy played
a big role in the lack of effective leadership. The inability to
change and adapt the corporate structure compounded the
problem.
5. Nicholson, W. M. (2009). Leadership practices,
organizational commitment, and turnover intentions: A
correlational study in a call center] (Order No. 3350859).
Available from ProQuest Dissertations & Theses Global.
(305121142). Retrieved from
7
Nicholson’s leadership correlation study also leveraged the
Kouses and Posner research and Meyer and Allen’s three-
component commitment model with the Michigan
Organizational Assessment Questionnaire. The study explored
the employee’s perceptions of his or her supervisor, the
relationship between specific demographic variables, and the
employee’s intension to overturn. The current study expands
leadership, organizational commitment, and turnover intention
research by confirming the positive relationship between an
employee’s perception of supervisors’ use of leadership
practices and front-line employees’ affective and normative
commitment and to a lesser extent continuance commitment
(Nicholson, 2009).
Demographic variables showed organizational commitment and

relationships are important factors associated to the perceptions
of the employees. The organizational commitment in my
experience was good intension however the execution on the
leadership level was less than desirable and demotivating. The
perception of the organizational commitment was even worse,
and negligible. Perception is reality and in my experience the
lack of leadership and vision significantly contributed to the
high employee turnover. Identification of the problem
measurement
Because the problem issue was stated was the lack of leadership
contributing to high employee turnover and it contributed to the
lack of performance and strategic advantage for the company.
This is attributed to the lack of leadership and vision from
stakeholders and leaders. The lack of growth and career
opportunities within the organization also contributed to the
high employee turnover. I also believe that the lack of change
in the corporate structure and organizational commitment
contributes to the poor leadership. In my experiences the
Organizational Development positions were also a high turnover
position cementing the perception that senior leadership didn’t
value the role.
A numeric identification of the problem is simply the amount of
turnover in a given year. As previously mentioned in Unit one
of this course, the turnover rate in 2015 was 250 advisors of a
400 member advisor staffing. Another measurement technique
would be to count the amount of leadership trainings, coaching,
accountability and score cards instances to improve the
leadership. I would also expect to see an overhaul of the
corporate structure and internal promotion guidelines with
stakeholder’s commitment to the vision, leadership, and culture
of the company to increase the decentralization of power and
empower workers and departmental communication. Identify
measurements of success to the problem
Measurements of success would be implementation of a
consistent reduction in employee turnover. Consistent
leadership training and employee training to better understand

the need and vision of the company. Training would include but
not limited to the decentralization of power in the admissions
teams to encourage cross collateralization between departments
and encourage employee engagement. Rewards like bi-annual
promotion cycle and jumping of internal employees to higher
positions when continuing education is completed and improved
incentive for existing employees to continue and higher
education. The current trend is a decrease in these benefits and
rewards to despite record profits for the university.
Corporate structure would need to be changed to show
progress getting away from the highly matrix silo structure to
support the decentralization of power and encourage high
performance teams with an incentive program that is compliant
with industry law and standards. Without these measurable
changes the vision and growth of the university will be short
lived. In conclusion the destructive nature of the current
unethical, deviant behaviors and nepotism by toxic leadership
must be opening punished or fired to prove stakeholders are on
board and have skin in the game and leading by example.

Data Collection and Research Analysis Methods Data Collection
Identification of the data needed
Identifying the data will first need to be in the vision of the
company. The company must be on the same page when it
comes to the vision and mission of the company. The vision
statement must include standards of ethical, behavioral, and
leadership expectations. That being said, the data will need to
be in the form of performance metrics like enrollments, new
hires vs. turnover, length of on boarding to permanent status,
team and department financial statements (cost and expenses),
satisfaction surveys from employees/customers, trainings,
milestones.
The data from enrollments and advisor data will include typical
metrics associated with the scorecard used for rating
performance like starts, script adherence, compliance
adherence, and CEC standards. New hire data will include the
number of new hires, training and mentoring schedule, turnover
rates and times when they were terminated/quit, expense to the
company, length to complete temporary status to permanent
status, and post-employment survey from fired employees.
Other data needed about the teams and departments in
admissions to include financial statements that will list cost per
employee, production, and scheduling breakdown and cost
analysis. Included in the data will be leadership responsibilities
and expenses. Other survey information about leadership,
employee, fired or ex-employee will be needed, including
enrolled students. A (SWOT) analysis will need to be
performed by the coalition to determine the strengths,
weaknesses, opportunities and threats from the data collected to
best determine areas of strategic advantage (strengths) and areas
of risk (opportunities/threats). Keeping implementation simple
by using Kurt Lewin’s 3 step model of change to Unfreeze-
Change-Refreeze for short term wins. The coalition will need
to prioritize these short term wins by deducing the highest areas

of risk to stakeholders, leaders, employees, and customers.
Kurt Lewin
Other data will include a breakdown of yearly and ongoing
trainings for new hires, existing employees, and leadership will
be needed and costs associated with those. Corporate
milestones and visions data will be needed to accurately state
the purpose of the teams and leadership. This data will need to
support the ongoing career secession plan for advisors and
promotion cycles to build new leaders. Identify how data will be
collected before and after the solution states
Data will be collected from various departments depending on
what data is needed. For example the data for the typical
metrics associated with the scorecard used for advisors will be
collected by the Directors of Admissions (DOA’s). The new
hire data will be collected by Human Resources department.
The surveys will be conducted by a third party, independent
firm and offer complete confidentiality. Confidentiality will be
very important and complete disclosure from the university and
corporation will be needed and reinforced. Transparency will
be needed to assure employees of no backlash, recourse or
retribution. The coalition will also be held to non-disclosure
contracts, non-compete contracts and anonymity with the survey
information. The third party will also need to access if there
are any laws being broken and will be held to the same
disclosure contracts, non-compete contracts with exception
when violations occur and legal issues come up. There will also
need to be a process established for handling these types of
legal situations.
The financial data will be obtained from the accounting and
finance departments to include cost per employee, trainee,
production and cost per student. The scheduling and cost
information will be collected from payroll. Breakdowns of
yearly trainings, new hires, employees and leadership will need
to be collected from payroll including promotion cycles and
annual costs of living increases.

After the solution data should be fed in an organized fashion to
the coalition to increase efficiencies in data collection.
Numeric information can be sent from the financial, accounting,
payroll, and human resource departments electronically and
collected in a cloud data base set up by the IT department in a
secure manor. Survey information can also be set up in a
secure, confidential manor to allow coalition members to access
it virtually and allow them to operate more efficiently. The
goal is to make the coalition data collection virtual and
automatically fed in real time for the best analysis and
monitoring. For example if we have a bad hiring or training
round, the coalition wants to know about it immediately to try
and correct the problem. There will be automatic triggers set up
in the system to provide an early warning system to try and
avoid major problems and a coalition dashboard to monitor
trends.
Analysis of data
First a (SWOT) analysis will need to be conducted on the
coalition. The SWOT will help deduce key areas of its member
abilities and areas that the guiding coalition needs to be aware
of when they are analyzing the data. Once the data is analyzed
it will need to be prioritized by the coalition or a third party
administrator to use the SWOT to help with those decisions.
The analysis of the advisors and DOA’s scorecards will look for
inefficiencies and areas to reduce costs. Typically management
has seen this as a reason to limit overtime. Critical thinking
needs to be applied to flexible scheduling and more efficient
use of peak times of enrollment. Focusing on improving
advisor efficiencies during those times setting up systems to
help DOA’s support advisors during peak times. The processes
that advisors go through to enroll a student must be addressed
and analyzed. For example a completely electronic (paperless)
signing of documents for advisors and directors needs to be
seriously considered to reduce the application start to finish
time, with potentially real time enrollment and stitch-in process

to limit (MIA) Missing In Action students. MIA students waste
advisors time and university money and detract advisors form
more important, higher priority duties like interviewing and
enrolling prospective students (PS).
New hire date analysis from the HR department will include
hire and training time frames to permanent status to encourage
DOA’s and leadership to lead by example and mentor new
employees to increased productivity. Analysis should also
include team size and focus on improving the employee to
student ratio. With the current state of high turnover it stands
to argue that advisors can operate with lower employees but a
more efficient process. With proper analysis the coalition could
potentially conclude that and show that increasing the salaries
of the productive employees would actually lower costs opposed
to the money wasted on high turnover. The end result would be
improved employee and customer satisfaction, higher profits,
better culture and incentives for employees to work together to
achieve enrollments.
Analysis must be done with complete transparency and complete
confidentiality. This has been an issue in the past when
management was able to search and find out what employee said
what on an employee satisfaction survey. This showed a
complete lack of leadership and integrity. The university
followed up with an anonymous survey but the talk among the
advisors is that the lack of trust already established had
sabotaged any effort to actually see improvement. To this day
the majority of advisors are afraid to speak their mind and
afraid of retaliation which is very common. Therefore the
university will need to go above and beyond to show anonymity
and confidentiality. Employee relations data will also need to
be analyzed to help guide the coalition in what actions and
priorities will need to be addressed. Information about the
independent third party will have to be made readily available
and encourage employees to contact the third party to offer
support and confidence in the confidentiality of ALL surveys to
rebuild trust.Research Analysis Methods

Discuss analysis of measurement results
Analysis of measurement results will mostly fall on the guiding
coalition. The coalition will need to compare the survey results
from leaders/employees/turnover/customers to deduce problem
areas and then prioritize them for actionable activities. They
will need to focus on short term goal/wins that will align with
the long term vision of the stakeholders.
Financial analysis from the finance, accounting, and payroll
departments will need to be reviewed with a SWOT analysis.
Areas of strengths and opportunities/threats will need to be
discussed to optimize the numbers to find ways to truly
incentivize employees. Because of the commission taken out of
the advisors and DOA’s positions there is no real motivation,
other than fear of losing one’s job, to motivate employees. The
lack of incentives juxtaposition creates a big problem for
morale, trust, motivation, productivity and culture for the
university. The advisor position has been watered down and
compounded by the lack of leadership, has increased employee
turnover and the numbers need to be analyzed to find a way to
increase monetary incentives for advisors to the level they once
were when turnover was at its lowest, and coincidently the pay
was at its highest.
Discuss findings of the measurable results
Focusing on moving top priority objectives forward will help
create positive trends and momentum that will increase morale
and overall culture at the university. The customer/student
experience will also increase and learning will benefit from the
changes. Communication between stakeholders, leadership,
advisors and students will be increased and financial objectives
will be met.
Leadership will empower employees to better serve the people
they assist and it will be validated by the qualitative feedback
from surveys and measurable quantitative financial results.
Retention of employees will improve and employee/student

satisfaction will show measurable results of improvement.
Human resource department work load will be reduced from the
lack of employee turnover and allow them to work more
efficiently and diligently on secession principles. Conclusively
stakeholders will increase value with the continuing
organizational development by the guiding coalition to
effectively analyze data in an ongoing manor and increase
communication, efficiencies and ultimately global strategic
advantage over the competition.
Discussion and Conclusion on ApproachConclusions from
Results
High turnover rate of employees can be attributed to the
lack of leadership in numerous research studies. The lack of
quality leadership in any organization would logically lead
someone to believe that employees would leave nor be
motivated to continue to work for the company. Research
showed the lack of leadership was the biggest influential factor
driving high employee turnover. Some researched concluded
that it was the employee impressions or perceptions about
leadership that guided their decision to leave. It didn’t matter if
their impressions of the leadership were true or not. Employees
would leave on their perceptions of leadership. The same study
also concluded that the leadership’s impression or perceptions
of their leadership style wasn’t always accurate to their actual
leadership style. The gap between perception and reality on
both the employee and leadership proved to be larger than
expected.
The discussion and conclusion on the approach to the
subject is important in this scenario because it involves the
reality of the quality of leadership and the perceptions of the
leaders and the employees. The approach leadership must

consider to resolving the high turnover is extremely important
to achieve desirable results. Leadership must make it
abundantly clear the vision and mission of the company.
Leadership must tie in and personify the vision and mission of
the company with actions personally and corporately by
training, implementing, and reinforcing the objectives with the
employees and leadership itself. When the perception of bad
leadership is rampant in a company it will be harder for
leadership to close the gap with existing and new hire
employees. Recommendations
The first step in recovery is for the leadership to
acknowledge the problem. The leadership in this organization
doesn’t recognize there is a problem yet. If they did realize
there was a problem nothing was being done to change it. This
is why the data collection via confidential surveys will be so
important from employees, leaders and customers. Action
research will improve how the company operates and the
students learn. This type of continuous learning and continuous
adapting organization will create a strategic advantage. The
four-step process that Margaret Riel recommends that is adapted
from Understanding Action Research is and excellent model that
will help the company study and plan, take action, collect and
analyze evidence, and reflect for a repeatable progressive
problem-solving model.
The Dunning-Kruger effect is the bias or illusion of
mistakenly assessing ones ability better than it actually is.
Metacognition means thinking about thinking, someone’s
perception of himself or herself is attributed to correctly realize
their ineffectiveness to measure their performance and
incompetently inflate self-assessments. This Dunning-Kruger
effect was prevalent in the University setting at all levels of
leadership and employees. At all levels there will be unknown
unknowns. Typically the higher educated individuals are better
equipped to recognize their inability to know all things and
predict the future. Socrates said, “The only true wisdom is to
know that you know nothing.” This would explain the good

leadership on the academic side of the University and the lack
of leadership on the business side that was exhibited in the
situation.
Often less educated employees and leaders suffered
dramatically from this however executive leadership also
proved to know what they were doing but acting unethically and
with deviant behavior despite this illusory superiority complex
and lack of conscience. A great example and tragic example
would be the recent lack of leadership with the financial
operations of the company in the latest article showing both the
CEO and the CFO recently resigned. The former CEO was
replaced by Todd Nelson who came from both Apollo Education
and Education Management Corp. However, Mr. Nelson has a
track record, which is littered with regulatory problems, which
resulted in over $100 million in past fines and penalties
(Pearson, 2016).Recommendations for Further Research and
Training
Using confidential surveys will need to be the norm and
proper way to determine the effectiveness of leaders,
employees, and customers. It will be the truly non-biased way
to accurately deduce what the outcomes or perceptions of the
outcomes for the business. It would be interesting to know
were the gap in leadership started and how the shareholders and
executive leadership lost control. The gap with ethical
leadership has been widening and it appears to spread in all
aspects of the business. Ongoing training at all levels of
leadership and employees will be the key and need to be
monitored by the guiding coalition. It is one of the best ways to
see that all parts of leadership will be held accountable.
Incorporating all levels of employees and leadership and having
a fair and just system that will motivate and move things in a
positive direction and begin to rebuild trust.How successful the
solution will be in resolving the issue
Lack of leadership and the current financial situation might
cause potential leaders to try and step up to try and change
leadership, to enact the needed changes. To make changes the

current leadership would have to realize there is a problem and
stakeholders would have to want to make a consorted effort for
change management. Without stakeholders support the
likelihood of a change succeeding would unlikely. With the
combination of systematic research, training, and surveys to
properly measure results and perceptions will lead to business
results and notable increases in profits and decreased expenses.
In light of the latest article shareholders will most likely be
demanding sweeping changes. It will give the current
leadership an opportunity to step up and make a difference and
do the right thing. Unfortunately it may be too late for the
current organization to make changes and potentially there
could be a forced buyout from a company with deep pockets to
handle and manage the money correctly for CEC. The $700MM
needed to fund the financial aid of students attending the school
isn’t inconceivable and could be the right investment for the
proper company. It could turn out to be a “schooling” of a M&A
buyout on how to buy a good product for penny’s on the dollar,
that was poorly managed, and turn it around and make some
huge profits on the back end. The unfortunate tragedy is all of
the quality employees that have already left and will be forced
to leave by the circumstances the company is in. Employees
that could have been future leaders and employees like myself
who are trying to wait it out for an opportunity to act and move
on leadership opportunities. Hopefully the current leadership
will produce an action timeline and set milestone to turn the
proverbial boat around. Time will tell and we don’t know what
we don’t know.

Compilation of Finding, Conclusions, and Recommendations
The solution must start at the top stakeholders and will
need to be led by executive management. A systematic research
and review of the current model and situations must be
acknowledged and deemed necessary. Perception is reality and
how leaders are perceived will play a big role in the success of
the change plan. The surveys will help with the perception of
leaders and roles. The stakeholders need to create a magnetic
connectivity with leadership and employees and ultimately this
will translate to the faculty and students. This type of magnetic
connectivity is often seen in financial services. Often clients
will follow advisors to different firms when they change
companies have magnetic connectivity because they like and
trust the people they are working with and will follow them.
Magnetic connectivity happens in admissions employees when
moving from university to university now. The trick is to create
a magnetic culture within the organization from the top down.
When the size, scope and transnational nature of a modern
organization are unique and growing, positive change will
happen. Leadership and stakeholders must also want to have a
learning organization and be willing to change. This type of
positive change will be imperative for delivering sustainable
change in the organization.
In conclusion the root cause that underlying the problem is
the lack of leadership from the top executive leadership down to
the middle managers and directors. The lack of vision and
mission and from stakeholders combined with the lack of
training and accountability at all levels has impacted the
organization with low morale, poor culture, negative work
environments, lower customer and employee satisfaction,
increased costs and lower strategic advantage.
Recommendations for implementation change to close the
gap are to implement a change coalition to help align a clear
vision to increase employee retention and performance. The
coalition will help monitor the change with short achievable

wins with measurable results via surveys and lowered employee
costs and increased profits and efficiencies. Closing the status
quo with training and increasing communication, and
empowering the worker and middle management to make and
implement changes that align with the overall vision and
mission of the stakeholders. The end result is a more efficient
and strategic advantage operations to better compete on a global
level and a superior product for students and instructors.
Implementing the recommended change will create a
magnetic combination within the organization and employees
will rise to the occasion and use their strengths in ways that
were not utilized before. This type of change when it is led
from the top will increase the strategic advantage geometrically
within the organization. The proposed implementation will
need to start with the shareholders they will need to use the
current leadership to engage and led the change. Otherwise new
leadership will need to come in and make the needed changes.
Often changes don’t happen until drastic measures are needed.
Typically it will take a financial low to pressure stubborn
stakeholders and leaders to make a change. The negative stock
implementations previously mentioned should be the perfect
catalyst for the change however it more than likely takes several
years if not decades for the company and university to recover.
In conclusion the unfortunate consequence in poor
leadership ultimately affects follower’s lives negatively. This
is why every employee must embrace theirs strengths and their
own leadership qualities to move their career and future
forward. The definition of a leader by John C. Maxwell is that
“Good leadership isn’t about advancing yourself. It’s about
advancing your team” This is leadership 101 and must be
exemplified by stakeholders and implemented by executive
leadership all the way down to the last employee for a
successful mission and vision. References
Ballard, J. K. (2012). Call center turnover: A study of the
relationships between leadership style, burnout, engagement and
intention to quit (Order No. 3549435). Available from ProQuest

67
Brown, L. A. (2011). The relationship between employee
turnover and leadership: A mixed-methodology
investigation (Order No. 3473127). Available from ProQuest
7
Duque, L. (2015). The relationship between leadership styles
and employee turnover intentions in higher education (Order
67
Ferro, S. (2016, January 10). Emotions Impact Your Work -- So
Why Don't Companies Take Mental Health Seriously? Retrieved
January 12, 2016, from
http://www.huffingtonpost.com/entry/mental-health-at-
work_566ad6aee4b009377b24992a?utm_hp_ref=business
Forsyth, B. (January 11, 2016) Management Capstone
(MGMT659-1601A-01) Live Chat 2, Colorado Technical
University Online.
March, Richard P., I.,II. (2015). Toxic leadership and voluntary
employee turnover: A critical incident study (Order No.
3687400). Available from ProQuest Dissertations & Theses
67
Nicholson, W. M. (2009). Leadership practices, organizational
commitment, and turnover intentions: A correlational study in a
call center] (Order No. 3350859). Available from ProQuest
7
Pearson, R. (2016, January 26). Watch For A Sharp Drop In

Career Education Corp. Retrieved February 01, 2016, from
http://www.nasdaq.com/article/watch-for-a-sharp-drop-in-
career-education-corp-cm570398
Spiegelman, P. (2012, January 18). Bad Culture Impacts All
Organizations. Retrieved January 12, 2016, from
http://www.inc.com/paul-spiegelman/bad-culture-impacts-all-
organizations.html

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