Identifying and developing individual leaders to understand and deploy their best selves to fulfil aims that matter.
Typical
intervention
Accelerating individual leaders’ understanding of themselves, the goals that are important to them and how to achieve them, through formal development both in peer groups and one-to-one, specifically:
Authentic Leadership Development
Intrepid Accelerated Purpose Experience™
Change Leadership Development
Executive Coaching
High Potential Identification and Development
How it creates
great performance
As one of our clients emphasised: “Leadership is Cause”; each positive intentional activity which occurs in an organisation originates in leadership: no purpose, vision, strategy, organisation, planning or activity of any kind. In crowded marketplaces and in complex, dynamic environments, action needs to stand out by coming from the deepest held convictions – and confidence - of leaders who know themselves and know how to get things done in organisational eco-systems.
Authentic Leadership Development
Practically accelerating individual leaders’ ability to lead effectively from her/his personal sense of who she/he uniquely is.
Typical
intervention
A set-piece two- or three-day programme to help leaders:
- Dramatically to accelerate their self-awareness (and self-acceptance) of strengths, weaknesses, motivations, values, and personal purpose.
- To create a development plan aligned with this deepened consciousness.
Post-program coaching to embed the development plan.
How it creates
great performance
The authentic leadership syllabus is designed specifically around the essence of leaders who are highly successfully personally, who have integrity and who are effective at enrolling others. Research shows a strong link between personal productivity and being true to oneself.
Leadership learning from experience is dramatically accelerated to the point where program participants frequently report breakthrough performance following their development experience.
Change Skills Development
Providing senior and mid-leaders and their teams with the skills they need to navigate organisational and personal transitions and transformations.
Typical
intervention
Co-definition of the change skills a target population needs to propagate their current/imminent organisational transition/ transformation (e.g. coaching, feedback, vision and strategy).
Highly experiential two-hour to one-week workshop-style programs to build and apply these skills in immediate contexts. Follow-up consolidation coaching.
How it creates
great performance
Organisations - especially those under new leadership – restructure and/or redefine an operating model often without attending to the skills middle and senior leaders need to integrate the changes.
Where the scale/scope of change exceed what the organisation has recently experienced, change skills will likely need upgrading for defined benefits to be anything like realised.
Executive Coaching
Supporting an executive to succeed and thrive typically through major personal and/or organisational transitions and/or transformations.
Typical
intervention
Establishment of coaching goals with executive in question, syndicated with his/her boss.
Gathering of 360 feedback data around the coaching objectives.
Defined regular face-to-face and video conversations to support achievement of identified performance, behavioural, development and/or career goals.
Wrap up three-way with boss.
How it creates
great performance
Coaching generally provides an otherwise absent opportunity for an executive to reflect on - and so learn from - their experience.
The impact of the learning on executive performance is reported as substantial, both anecdotally by individual executives and by research - which reports ROI of significant multiples.
High Potential Identification and Development
Identifying the emerging leaders in an organisation with top leadership potential, and creating specific development paths.
Typical
intervention
Working with leaders and/or, behavioural-based interviewing to define the potential of their direct reports – with the assessment focused on surfacing both proven success after major change/ promotion and its drivers.
Calibration of potential assessment across the leadership team ahead of – and in – a facilitated team discussion of performance and potential.
Specification of challenging 70/20/10 development packages and enrolment of leadership teams in these plans.
How it creates
great performance
Development assignments and funds are finite. Those few with potential to ascend to the most senior leadership – and technical - positions need challenge and stretch to maximise their contribution, to be fully engaged and to be retained. However, research suggests identification of high potentials is not only inconsistent, but also inaccurate.
Accurate identification and development not only ensures short-term return on development investment, but also develops a bench to secure an organisation’s future leadership, health and performance.