HOW WE WORK
“Train people well enough so they can leave, treat them well enough so they don’t want to.”
-Richard Branson
Our Performance Manager Model© guides & instructs our management development approach.
Our Consultation and Training Services explicitly address these 5 common Leadership and Organizational Issues:
- Lack of a coherent Talent Management Plan – Failure to maintain a talent pipeline puts the organization’s future at risk. Many managers lack the coherent processes and skills to attract, promote, and retain top talent.
- Lack of a structured New Manager Promotion, On-Boarding, and Development Process – Applying disjointed processes for promotion and development often ends up being very costly for organizations.
- Inadequate Manager Coaching Skills – Millennials and top talent are attracted to workplaces where they have rich opportunities to grow. It’s critical that managers possess competent coaching capabilities.
- Lack of a Feedback-Rich Environment – Highly engaged workplace cultures are fueled by meaningful and useful, two-way communications that are led by effective, visionary managers.
- Lack of Embedded Continuous Improvement Processes – Managers must engage and empower their teams in on-going improvement initiatives to achieve business excellence and foster long term customer loyalty.
Neuroscience, adult development, & performance training research direct our training approach
To help ensure change is transferred back to the work environment, we leverage the 5 Organizational Questions to Facilitate Sustained Talent Development as outlined by HBR:
- Is the leadership team aligned around a clear, inspiring strategy and set of values?
- Has the team collected unvarnished employee feedback about barriers to effectiveness and performance—including senior managers’ own behavior?
- Has the team redesigned its organization, management systems, and
practices to address the problems revealed by that diagnosis? - Is HR offering consulting and coaching to help employees learn on the job so that they can practice the new skills, knowledge and behaviors required of them?
- Do corporate training programs properly support the change agenda and will each unit’s leadership and culture provide fertile ground for it?
[Michael, B., Magnus, F., & Derek, S. (2016). Why Leadership Training Fails—and What to Do About It. Harvard Business Review.]
Take a look at the resources page to see these guiding principles in action. You’ll find an ever-expanding repertoire of original content developed by Steve as well as external content from well-established organizations in the field.
