What We Do.

PROCESS

From our partnership belief, we have developed this process to guide us all to a successful outcome.

1.   Define what all partners agree is ‘success’.  

Success is usually defined as attaining a goal, a vision, an end to the game that we were striving to win.  

Of course we want to reach these goals but there are many different journeys that will get us there.  Together, we must agree on:
- how that journey can unfold;
- when, who and how to halt in mid-stride if we are going off the rails;
- where to have milestones to review and confirm the next steps; and
- when to confirm we have successfully completed this particular journey.

All the partners, the stakeholders, have an expectation that there will be positive results from our partnership.  It will often focus on some combination of bottom-line results like demonstrable mastery, ownership of tasks and team, being able to handle change, and perhaps the most important of all, efficient use of time.

2.   Define behaviours that we agree will give the success result.

Our belief is that you measure Leadership through the behaviours of the team and the leaders.  Thus ‘success’ will also be measured by how these behaviours are utilized.

The behaviours we measure involve:
- Clear Expectations.  This is what you are aiming for, regardless it is a small ½-hour task or a 3-year project. If you do not know where you are trying to go, how will you know when you get there?
- REAL Feedback.  Where both the good and the challenging behaviours that have been observed are given to team members.  This includes the resulting effects the leader's behaviours had on the rest of the team members.  The feedback is balanced, fair, timely and clear in what it is saying.
- Holding the Team Accountable. This is a bit of a culmination of the first two points, yet it is walking the walk, talking the talk.  So it includes the Leader holding themselves accountable too.  If you have given clear expectations of behaviour, the team has agreed that this is acceptable and then it is not followed, you will NOT reach your goals in a sustainable manner.
 

Subsets of these key behaviour types can be agreed to from a customization point of view.  Yet in our experiences, it always comes back to these three behaviours that give you the tools to measure success in leadership enhancement.
 

3.   How to deliver the results.

Many would say we are a training group. We prefer to think of ourselves as influencers and there are many ways to influence.

To be successful, there is pre-program needs, delivery of base knowledge and skills followed up by observations on the application of such knowledge and skills.  

4.   Want To

Our experience shows the last phase is the most critical and takes the most time and investment of resources.

You can have all the knowledge and skill in the world, yet if you do not want to engage, we both will not be successful in implementation.  It is our job to show 'why' this is so important to each individual.  It is not about the company, but about them.  If they are engaged, the company will be successful. 

If they are not interested, people will just put in the time, which is NOT success.