A Global, National, and Local Capability
What is the change that needs to happen in your company? Wherever the need for change originated in your company, we believe that sustainable change must be sponsored, led, and exemplified from the top. Without the sponsorship of top leaders, the best of organizational ideas and initiatives simply become orphanlike step-child initiatives and predictably die on the vine. This is why we insist on working with leadership at each juncture in the change process. It all begins with the initial interview where we:
1. Dialogue with Leaders
Understandably we start by working with leadership. We begin by asking questions to help us understand why we were invited to in. Leaders understand the obstacles and challenges they face. Together, through appreciative inquiry and curious dialogue we make the business case. Our discussion will eventually involve all relevant stakeholders, but for now, we start with the top. If we mutually discover that our discussion somehow does not align with the vision or purpose for the organization, we can respectfully end the discovery session on a no pressure basis and part on friendly terms.
2. Define the Problem
What is the problem? That is our first question. What is the urgency behind addressing this problem now with all the other initiatives that you could be working on? Change is exciting to ponder, but without the proper timing, support, resources, or involvement, will most likely end with a less then desired outcome.
3. Data Collection
Like any good doctor, we don’t prescribe solutions based on anecdotal data alone. While anecdotal evidence can point us in the right direction, this type of data needs to be confirmed by other sources. Those sources include: other interviews, behavioral assessments, 360 degree feedback, team surveys for executives or Sales Teams, employee engagement data, spending time in the field with an employee, or an organizational survey.
4. Diagnose the Data
We are “doctors” of business. Like any good medical doctor, we would never make a recommendation without first collecting more information enabling us to make an accurate diagnosis. In this phase of our model, the research is clear. The best and most accurate diagnoses are made with two sets of eyes. The first set is completely objective. This is us. Our perception exists completely independent of organizational and personal histories. The second set of eyes, which is equally critical, is yours. Your perception brings in important contextual variables which when combined with the objective perspective, allow for the best possible diagnosis.
5. Design a Solution
We believe that every solution should be co-designed with the client. Why? Consider that championship athletes engage their coaches with critical details of their routines. You, like them, would most likely understand what type of solution would best fit your organization’s needs and goals if given some options. Our job is to provide options, your job is to tell us what will work. We then customize your solution.
6. Deliver the Solution
Delivery options naturally depend on the problem that is defined and diagnosis that is made. Our belief is that consulting and training should support the business. Not interrupt it. Priority is always given to activities that keep the business going first. With this perspective in mind, we completely customize a delivery scheme for your organization. Our capabilities are local, national, and global. If need be, we can leverage an existing network of over 275 Global consultants all utilizing the same models so that there is operational alignment no matter the size and scope of the solution. We can also deliver, live, online coaching and training to reduce, and in some cases, prevent travel.
7. Determine & Track KPI's
The pursuit of change is exciting. But how will we know if we get there? Every leader wants their company to run “better”. But the pursuit of “better” begs an interesting question. What does “better” really look like? Found here, is the timeless truth in the old management adage: “What gets Measured is what Gets Done”. As such, we need to be creative and thoughtful about what “gates” will be erected to capture the input mechanisms in order that the output mechanisms are satisfied. After all, while all organizations naturally want more sales, only the insightful leaders recognize that increased sales is always an indirect result of doing the right thing, at the right time, in the right way, and for the right reasons. Indeed, sustainable sales are a “fruit” of other indirect, integrity-based activities.