What Distinguishes Us?
Our programs take advantage of ten key features and insights. These are:
Programs Built on Research. We believe in a research-based, data-driven approach with all of our programs. Each has been built on a foundation of solid research that draws from the latest thinking from the experts in management, behavioral science, and data collection. We use the appropriate metrics to establish goals, priorities and change targets.
Programs Loaded with Useful Tools. Acquisition of new behaviors and implementation of successful change requires useful tools that enable managers to tackle the unfamiliar and difficult. Managers appreciate the benefit of having our easy to use tool box of instruments, checklists, and techniques to assist them.
Programs That are Engaging. Boredom and predictability are the enemies of focused minds. Why is engagement so often missing and why have the hearts and minds or employees not captured? The simple answer is that this requires masterful design. The potential “goodness” of a change initiative is not enough to carry the day for those who must be won over. This must be planned and designed into the program up front. Like quality, it cannot be added later on.
Programs That are Entertaining. Let’s face reality, we live in a world of short attention spans. Tedious programs lose people. Just look around conference rooms and observe how many people are using smart phones and iPads. People want to be entertained, not because they are shallow, but because this makes the task of learning new and sometimes difficult things easier.
We Begin with Baseline and Structured assessments. Each of our programs, organizational or individual, starts with a validated assessment. Meaningful organizational change requires a front end baseline, while individual change benefits from performing 360 degree assessments. A razor edge clear understanding of the existing situation is vital. Assumptions that drive problem definition must be examined. The improperly defined or framed problem leads to ineffective programs and wasted efforts.
We Pay Attention to Fundamentals. We don’t practice the management gimmick of the month or believe in “silver bullet” solutions. Extraordinary results come from paying attention to sound principles, proven approaches, and deploying the right processes. Meaningful change does not come from adding another level of complexity, but is, in fact, derived from an emphasis on doing the right things first and then executing those things right.
The Emphasis is on Knowledge over Information. This is key. Growing your management team, instituting new initiatives, and improving your processes all require new knowledge on the part of those who are doing these things. An overload of new information bereft of knowledge is a clear sign of a program about to fail.
Critical Competencies are Important. Many studies show that the differentiating factor to success in specific situations is often the mastery of a very few critical competencies. If you have the right people, but still can’t accomplish what you want, this may be the problem. We identify these critical competencies by correlating them with your or industry top performers and then help permeate them throughout the business unit.
A Strong Emphasis is Placed on “Take Backs” and “Action Plans.” Even the best change efforts will be subject to powerful forces that will tend to pull the organization or individuals back to the original state. We always plan and design in a high level of “stickiness” to your final results. This means that every learning program will be rich with formal written “take backs” and each coaching effort will have peer support, and change programs will have carefully designed in feedback loops.
Programs That Will Support Your Business Outcomes. Every program needs to be undertaken in a way that supports your strategy and goals. We take the time to understand and identify how a program can best serve your business outcomes. Programs work best when seen as consistent with your higher level messages and business aspirations. Consultants without a strategic capability will sow confusion and mixed messages that can cause more unintended harm than benefit.