Are any of these challenges preventing you from getting the results you want?


If so, we have solutions for you:

We don’t have enough people ready to move into senior leadership roles.

Leadership pipeline strategies typically expose employees with strong growth potential to a variety of functional roles and geographic locations, ultimately leading to positions of broader responsibility and greater complexity.

We do more than teach leadership skills. We instill in your managers a deep awareness of not only their current style but, even more importantly, their assumptions and habits of thought that determine how they actually lead others. We then help them solicit feedback and confront patterns of b
ehavior that are preventing them from achieving their full potential as a leader.

Our Senior Team struggles to respond effectively to the growing demands we face around speed and complexity.

It is the top team, by-and-large, that shapes and sustains the culture of the entire organization. Is your culture–modeled by senior leadership–one of openness to having your point of view challenged and perhaps even changed? Does the executive team readily engage in courageous conversations that readily identify the core of a problem and the best strategy and courses of action to address it?

We help team members, both individually and operating collectively, to focus on (1) ambitious outcomes over caution, (2) productive engagement with others over self-protection, and (3) enrolling people over controlling them. The team’s collective effectiveness enables it to achieve significantly greater results in the midst of an uncertain, volatile environment.

I have a senior manager who, despite his/her skills and potential, is not generating the results I expect.

You certainly know of managers who have successfully risen in the organization based on a strong, proven technical/professional/functional expertise but then their ability to generate greater results from their team hits a ceiling. Why? Because success factors now lie in different areas: bringing out the best in others, self-awareness and the humility to grow, thinking and acting strategically and with a systems perspective, acting with courage and integrity, and articulating a vision that enroll the efforts of the unit or team.

We help the manager shift from focusing on them self and and their own interest to attending to the success of others and of the enterprise as a whole. This occurs by identifying, challenging, and changing the beliefs, assumptions, and habits of thought that are determine their current behavior and hold the key to their ability to show up as a much more effective leader.

My team is operating well short of its potential.

Most teams are so focused on WHAT they are doing that they devote little or no time to the question of HOW they can be more effective in getting those things done. Unresolved conflict, lack of trust, unclear goals, meetings that drone on, inability to make decisions, and lack of accountability and commitment will cripple any group from maximizing its contribution to the enterprise.

We help your teams make better decisions and produce higher quality work–faster! Through a combination of customized team skills training, team tools, and facilitated team building, they identify and then optimize their human dynamics and work/decision processes.

“Silo thinking” in our departments is preventing us from devising and implementing the best solutions and in a timely manner.

It’s human nature to focus in on our job, our concerns, our goals, demands that are being made on us. The costs of this are (1) the organization loses the ability–and agility–to develop the cross-department responses required to meet today’s complex challenges, (2) inefficient information sharing and handoff of work product between departments, and (3) one department has needs that fellow department can–but doesn’t–help out with.

Our approach is to make all your players aware that they work, in fact, as part of a larger system. Therefore, how their unit operates can have a direct positive or negative effect on the potential performance of other units. This may involve getting all the units in the room together or, in the case of two conflicting departments, facilitating a dialogue between players from each side who are involved in the key interfaces.

I have a project/task force team that I want to “hit the ground running” right away when it begins operating.

Limited life teams have special challenges. Members who may not know one another well or have never worked together must perform against tight deadlines. They feel enormous pressure to get right down to work, neglecting or forgetting that the human dynamics elements of trust, communication, leadership, etc. can make or break their ultimate performance. And members, loaned from different units, frequently experience competing demands on their time from their full time managers.

We fast-track your limited life team on the path to high performance by having members clarify–at the critical front end of its existence–the team’s processes, deliverables/goals, and operating guidelines, as well as share each person’s needs, expectations and level of commitment.

We have a major issue/opportunity for which I would like tap into the wisdom, creativity, and perspective of our employees/stakeholders.

It could be a large and complex change you want to make. Or perhaps a shift in the very culture of your organization. Or maybe a theme (e.g. “putting the customer first”) you want to embed in every part of your operation. You may want to access the creative juices and ideas of a cross-section of your workforce. And you would like them to be motivated to buy into and even drive the change.

We bring these people together to interact in a process that is only minimally structured but mostly open-ended…so that they become deeply engaged, enthusiastic, and driven to explore the issue at-hand from many different perspectives. Watch your people collectively unleash innovative ideas and new energy that neither you nor they imagined was in them.

Call Ian now, at 571-226-6610