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Why do some executives, managers, and professionals flourish in
their roles, creating maximum benefit for their organizations, while
others do not?
So, What Does It Take?
Much of what our coaching model focuses on is building a set of
skills that helps the candidate become a more agile learner. Increasingly
greater agility is pursued in four different spheres, each of which
has a marked influence on a person’s learning curve and on
his or her performance as a leader.
I. Mental Agility
The candidate discovers ways to more consistently:
- embrace complexity.
- confront ambiguity.
- expand his/her interests and perspectives.
- pursue complexity out of heightened curiosity.
- view penetrating questions as more important than clever answers.
II. Interpersonal Finesse
The candidate develops more techniques with which to:
- self-reflect and augment self-awareness.
- catch his/her own counter-productive behavior and modify it.
- vary his/her role and style to the situation.
- embrace conflict and harness it for creative ends.
III. Change Mastery
The candidate’s executive repertoire is broadened when he/she:
- learns how to behave as strategically as possible.
- employs hypothetical modeling in his/her thinking and problem-solving
.
- embraces the underlying spirit of continuous improvement.
- comes to understand how critical tenacity is in any change
initiative.
IV. Goal Orientation
The candidate hones a high-impact results orientation by adding
or refining the following capabilities:
- create a presence and inspire others by consistently acting
“on purpose.”
- address his/her own performance and others’ in a systematic
and strategic way.
- differentiate among the various levels of priorities and act
accordingly .
- deliver on promises and expectations.
Our Executive Coaching Objectives are:
To accelerate and optimize the development of key
contributors to the organization.
To build high performance leaders and future leaders
who can fulfill the organization’s vision, goals, and business
strategy.
To maximize managerial bench strength and overall
organizational capability: have the right person for the right job
at the right time.
To link the behavior of high-impact contributors
to the business plan.
To retool command-and-control managers into effective
leaders of the flattening, information-based organization.
How We Do It
- Advanced expert systems that assess performance and
potential.
- Computerized 360° instruments.
- Keen diagnostic skills.
- Advanced rapport-building methods.
- Accelerated development strategies.
- Motivating and delivering true behavioral change.
By integrating these performance development technologies, we assist
the candidate in assembling the three essential ingredients for
high performance: feedback (both broad and deep), multi-lateral
motivation to make changes, and change partners for their development
intitative. Together, these three elements serve as the infrastructure
for a Blueprint for Action, which guides the candidate’s achievement
of measurable results.
Request our
Executive Coaching
white paper
 |
Contact us for a no-charge, exploratory
discussion of either our template or our custom designed products
and services. |
Why do some executives, managers, or professionals either derail
or flounder and then get shunted off to roles that are out of the
mainstream? Typically, it’s because they have a psychological
blind spot that is all too visible to others.
Research studies have pegged failure rates for senior executives
at up to 33 percent.
There’s a good chance that the descriptions below of potential
derailers will remind you of some key people in your organization:
He lacks effective interpersonal skills. He’s-
Insensitive
“He’s too abrasive”
Overambitious
“He batters people with his competitiveness; he needs to
be seen as powerful”
Isolated
“He’s a perfectionist and wants to do everything his
own way”
Volatile
“He comes apart at the seams when under fire”
She has difficulty making tactical shifts. She’s-
Mired in detail
Thrown by change and innovation; too cautious; action-averse.
Unable to adapt to those who have different styles.
Unable to Adapt
To those who have different styles.
Conflict-averse
Unable to harness conflict constructively as a creative medium
for change; a poor negotiator.
Over-reliant on one skill
Natural talent, or just raw energy.
Rigid in response to most situations
For example, blazingly decisive but without regard for overall
organizational strategy.
He lacks follow-through. He-
Makes a big splash at the front end of a project
then moves on, leaving a trail of loose ends.
Leaves people hanging because of unmet promises
and commitments; not fully accountable.
Her area has never really gelled. She-
Over/under-manages
Either as the over-controlling Godmother or as the benignly neglectful
ostrich; can’t collaborate or delegate.
Staffs in her own image
“I have a good gut feeling about him; the chemistry is right”
Communicates poorly
“She operates like she thinks everyone can read her mind”
Creates mediocrity
Undermines talented subordinates and/or habitually hires weak
candidates.
Terminate ... or Turnaround?
So what can be done with the under-performing employee? Often the
response is to terminate. But the company must then absorb the staggering
costs associated with the loss of a key person. These costs include:
- Exit costs
- Recruiting, hiring, and restart costs
- Lost training and development costs
- Cascade effect of multiple position shuffles
- Opportunity costs, disruption, down time, and lowered team
morale
- Disputed termination litigation
A significantly more effective solution is available and it
prevents the termination costs. The experiences of our clients
have clearly shown that a turnaround program produces better results.
In most cases under-performance is not the result of an ability
deficit. Rather, it typically results from a person’s blind
spots. With the proper intervention, the struggling employee can
be turned around and, as a consequence, a number of benefits accrue
to the organization and the individual:
- The company is spared the organizational disruption and corporate
expense (frequently exceeding $100K) that inevitably occurs with
the termination of a key contributor.
- The company is protected from the loss of the person’s
accumulated industry knowledge, experience and competitive information.
- The turnaround program offers a potent management option for
handling a potentially unpleasant and difficult dilemma.
- The turnaround option brings objectivity and behavioral science
to bear on conflict and gives the organization and its people
a greater sense of mastery and less apprehension about handling
difficult human problems. The message: “We care, and we
can work it out.”
- It equips the organization with an effective tool for retaining
its human resources.
How We Do It
Specializing in human performance, our firm has designed a powerful
individual development program that integrates our core competencies:
- Expert software systems
that assess performance and potential
- Computerized 360° instruments
- Keen diagnostic skills
- Advanced rapport-building
methods
- Accelerated development strategies
- Motivating and achieving true behavioral
change
By integrating these performance development technologies, we assist
the candidate in assembling the three essential ingredients
for high performance: information (both broad and deep),
strong motivation to make changes, and change partners
for their development initiative. Together these three elements
serve as the infrastructure for a Blueprint for Action that guides
the employee’s achievement of measurable results.
Request our
Derailment Prevention
white paper.
|
Contact us for a no-charge, exploratory
discussion of either our template or our custom designed products
and services. |
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