According to John P. Kotter “Leadership is different from management, but that doesn’t mean that leadership is better than management or a replacement for it. Rather, leadership and management are two distinctive and complementary systems of action. Management is about coping with complexity. Leadership is about coping with change.”
We believe that leadership potential and abilities are not linked to organizational hierarchy. Companies that want to develop leaders among their staff have to look for high potential employees in all areas of the business and at all levels, engage them into coherent development programs and give them the opportunity to lead.
In “Good to Great” Jim Collins states: “Those who build great companies understand that the ultimate throttle for any great company is not markets, or technology, or competition, or products. It is one thing above all others: the ability to get and keep enough of the right people”.
The essence of our solution for the development of managerial skills is represented by the “Management By Managerial Instruments (MBMI)” method. According to it, the success of the managerial action depends on the capability of the manager to use the most appropriate approach to a specific context and a desired result.
Individual thinking styles and values, effectiveness and efficiency, accountability, problem solving, communication, time management, decision-making, management of conflicts and teamwork are very important topics that influence individual performance. We address all of them in order to help people deliver outstanding results.
Dr. Belbin who developed the Team Roles theory says that it is not enough to put together a group of people and expect them to perform as a team. In order to achieve this, individuals within a team have to understand the roles they play, the roles their colleagues play and how to achieve a balance of roles within the team.
The application of the Action Learning Principles provides participants with answers on how they behave when working with others, what is the impact of their behaviours and what they should improve in order to ensure their success within the team. All this combined with interesting and dynamic team activities.
Many times the formation and development of a highly effective team doesn’t come naturally. Our program helps a team focus on the subject of team effectiveness as a consequence of synergy between quality of results, derived from rational processes and acceptance of results, derived from interpersonal processes.
At the end of this program the participants will have a better understanding of what project management is. They will also have a demonstration of how the PROMISE methodology works in practice and, very important, the first results of the application of their new knowledge to a real-life project.
Renewing organizations is a complex and difficult undertaking. We provide to executives the adequate understanding about what they need to consider and do in an organizational change situation and we also help them avoid mistakes that can derail their transformation efforts and have a negative impact on their people and their companies.
“Lead change, don’t manage it” said Peter Druker. This is very good advice for people that are in a position to initiate organizational change. But there are situations in which we are not asked to initiate new changes, but to manage the ones that are already launched. From that point of view change needs to be led, but it also needs to be managed.
Strategic thinking is becoming an essential skill for every manager. A consistent, coherent, effective and appropriate strategy is critical to the long-term success of an organization and managers at all levels have an important role to play in the survival and the prosperity of their companies.
Embark on a trip into the future of your organization. Explore your company’s fundamental reason for existence and what does it want to achieve. Identify the essential and enduring tenets that will guide the organization and its people in their journey into the future. And finally, envision how the world will evolve as a result of that.
There is an old saying in the management practice: “what gets measured gets done”. However, we know that there are other important factors that need to be included also in this performance equation. And so, to try to put it right we may say “what doesn’t get measured doesn’t get done”. And that’s for sure.
In the context of highly competitive markets there comes the need to focus on customer satisfaction, retention and recovery. To your organization this means creating an environment that supports members in consistently providing high-quality service to their customers, meeting and exceeding their needs.
