Approach

 

We believe organizational and leadership development programs and tools should be designed to address what’s important and challenging in your context — right now. The techniques must be flexible and delivered in short sessions over the long term. The application of knowledge must foster focus, increased capability, and support execution on the ground. Traditional leadership courses were designed for a different era — they don’t provide what you need, when you need it, and they don’t help you to apply what you learn to the workplace. Our programmes are designed to meet your business needs. We believe in building long-term relationships which allow us to work with you and provide aligned, relevant, on the job development, which delivers a step change in business results.

Organisations are huge pools of unrealized and under-utilized resources (human and otherwise)

It’s easy to identify skills deficits that can be fixed by training but often the skills deficits don’t really exist (i.e. people already have the skills sufficient for the activities and tasks they need to undertake) or they’re not what’s causing the organisational problem in the first place (e.g. it’s plain wrong to say poor collaboration is due to poor communication skills, it’s due to lack of know-how, best practices and organisational support around effective collaboration). Even then…

  • With only 20% of your team performing you really can’t see what skills training you need. When you have 100% of your team members performing, then you can see exactly what is missing. So you have to get to max performance first before moving to skills training.

  • Skills training is not as important as organisational processes and culture in getting things done — with the right processes and culture lesser skilled people can get better results (and improve their skill levels) than highly skilled people with unhelpful processes and culture.

The core of a company is its people. 

Our programmes emphasize appreciation for people, for their skills and abilities, and we teach them how to pay attention to each other so that good things can happen. People so appreciate working this way; once they have experienced it they don’t want to go back to the old ways of competing for attention and raised voices.

We work to improve communication, yes, but moreso we improve collaboration.

Communication is not always the same as collaboration. Communication is critical, of course, but communication can be a one-way activity with messages potentially misunderstood or ignored. On the other hand, collaboration is always two-way activity implying a level of mutual understanding, compromise, and cooperation.