A direct supervisor noticed an LIR participant:

• "places a high value on the integrity of his relationships with his customers, prospects and his staff. He explains to all these parties what he believes can be done and what cannot."

A direct supervisor noticed an LIR participant:

• "is more confident when addressing issues with employees"
• "more self-aware of her role as manager of people and how her actions affect the team"
• "when approached by an employee, instead of doing the work or giving the employee the answer, he has learned to let the employee bring to him several options to solve the issue. This has led to trust, shows value of employees’ opinions, encourages growth of their thinking outside-the-box, and allows them to be more independent."
• "has expanded his belief system to not only see ideas or concepts merely from his own perspective, but is now more open to others"

A direct supervisor noticed an LIR participant:

• "taking greater responsibility for the overall activities of his department."
• "who has always been diligent and responsible, was helped by LIR to be able to identify these qualities in himself and, as a result, can now help others learn how to be more responsible."   

A direct supervisor noticed an LIR participant:

• "is more in tune to some of her own beliefs about herself after discussing with me cultural barriers and limiting beliefs as they relate to career growth areas. With time, she can overcome them and be happier and more confident in her communication skills."
• "has learned to make assertions rather than assessments and has taken charge and accountability when dealing with his staff."
• "now realizes that her team is in intricate part of her success and how her behaviors change the effectiveness of the staff." 

A direct supervisor noticed an LIR participant:

• "does not dwell so much on the circumstances of what might be perceived as having been a challenge or conflict during a meeting or in other communications with co-workers and task force participants."
• "is more in tune with her staff and how she affects them by moods, emotions and perceptions, an insight instrumental to her becoming a successful manager, mentor and coach." 

A direct supervisor noticed an LIR participant:

• “doesn’t act now as if he needs to be guiding every issue to his point of view.”
• “is listening more and speaking less in staff meetings which leads me to believe she is relating more to what is being said as well as how she can learn from the conversation rather than speak toward the topic to show her knowledge of the subject matter.”
• “was concerned coming in as a new manager and inheriting the existing staff (sometimes you will find many of the staff leaving after introducing a new manager) that the existing employees could not be coached and mentored into a dynamic team.  Through LIR he has become consistently engaged and committed to their success; he has done this by being an active listener and valuing his employees.”

A direct supervisor noticed an LIR participant:

• "has exhibited considerable growth in his speaking skills and expressing himself in monthly meetings; his confidence level has increased significantly in this area."
• "is communicating to me and others more deliberately and thoughtfully, whether it is through email, phone or in person."
• "now understands that clear communication helps to yield desired rather than unexpected results."

A direct supervisor noticed an LIR participant:

• "is now nine months into his managerial role.  In this short period of time, his effectiveness is evidenced by growing loan amounts and pretax net income at measured paces, not with huge spikes."
• "becoming increasingly responsive and following up on goals and issues. He has also started to delegate."
• "realized through LIR that just making effective customer calls and increasing her deposits was not going to be enough, but that she needed to guide her staff to become a part of this process. She developed a new plan that included her staff and other partners in the organization.  By engaging her staff she is able to work smarter, not harder."
• "Is now getting a feel for how changes can be made in a collaborative environment by gaining the support of his leaders and those who can help him make those changes.  I used to receive feedback that he was challenging to work with.  The LIR program has been beneficial in helping him commit to a long-term plan so the immediate obstacles do not frustrate him." 

A direct supervisor noticed an LIR participant:

• "is confident in taking important issues as far up the corporate ladder as he believes necessary for a proper resolution.  He will sort out what is an appropriate and fair resolution in conflict situations for the benefit of all involved."
• "clarifying expectations to the employee when dealing with conflicts."
• "on several occasions, highlighting material she has learned through LIR while working through a difficult employee relationship. The material has assisted her in making focused and strategic decisions."
• "is better able to see the over-all picture and set aside perceived losses or judgments." 

A direct supervisor noticed an LIR participant:

• "demonstrated total commitment in learning transference." 
• "has really ‘stuck her neck out’ in trying different ways of developing relationships."
• "is starting to take on small projects for the benefit of his team. In the past, he was hesitant to volunteer for team projects. In doing so, he is now viewed as a team player, more knowledgeable, and always willing to help his team succeed."
• "has always seen her role as the controller of financials and growth.  Since then she has grown from completely ‘numbers driven’ into a role of mentor, coach and relationship-builder."