Getting Started

We begin with a partnership comprised of all appropriate stakeholders. These can include the direct client, his or her sponsoring organization, direct reports as applicable, key peers, clients and/or customers and indirectly, immediate personal relationships.

These stakeholders become active partners in the success of every client.

Agreements

Agreements form the foundation of a successful engagement and include:

• Level of expected engagement/commitment to the process (time investments, contact hours and methods of contact e.g. face-to-face/virtual, appropriate forms of feedback and completion of exercises.
• Length of initial term.
• Developing an understanding in how to present and respond to problems.
• Alignment on desired outcomes and expected changes.

Assessments

Assessments include a wide variety of science-based resources carefully selected to uniquely assist the executive client in developing personal understanding.

Equally great importance is given to assessing the current bench strength of the executive’s team, its existing skills set, cross functional relationships and capacity for change. The initial assessment is invaluable for building a mirror image of the executive’s development.

The Journey

Each engagement follows a thoroughly designed and customized roadmap. This journey is presented to the internal partners to develop a clear understanding in how to move forward.

The Journey is driven by four values:

1. Do Whatever it Takes
2. Do No Harm
3. Exceed Everyone’s Expectations
4. Make the Journey Exciting and Pleasurable

Design

The Design Process includes assessment, analysis, review and prognosis.

The Tools include interview protocols and appropriate assessment instruments.

Intervention

Interventions, if necessary, can include role modeling, improvisation, immersion, cognitive restructuring, communications and presentation rehearsals and experiential process. Team based interventions are conducted on an “as needed basis.”

Sustainability

Post-engagement is equally if not more important than the engagement itself. All too often, results are not sustained because deep-seated individual and organizational behavior reverts to old patterns.

In-depth evaluations are conducted with the executive and the team at 30-60-90-120 intervals.