What we do

We work with a range of leaders ranging from new managers through to divisional heads of billion dollar businesses.

A key part of helping people develop their leadership skills is making sure that managers have the right processes to support them and the right skills to make a difference. We will often design and implement competency frameworks, development and assessment centres and skills training programmes.

We design interventions that are cost effective. That typically means training programmes and executive mentoring and coaching.

Whilst we have a whole range of tools and processes at our finger tips we are careful to not be over formulaic. We are careful to select appropriate approaches that have a deep research base.

A lot of our work is focused in these major areas:

  • The new manager
  • Being a leader versus being a manager
  • Creating a successful culture
  • Developing and implementing strategy as a leader
  • Dealing with leadership challenges in the real world
  • Development and assessment centres

We believe that getting individuals to DO things differently is absolutely key. There may need to be some attitude or knowledge change, but without that translating into measurable action, then why bother. In short, behavioural change is crucial.

Team development

A large part of our work is with management teams. We design interventions focused on helping team work together more effectively and more efficiently.

As with everything else we do the focus is on real world situations. Whilst we might use case studies and team effectiveness models, it is crucial that those are applied to a team’s real situation.

We make widespread use of a range of tools. In particular we use the Margerison McCann Team Management profile. We find that the easy access, the availability of the instrument and report in a range of European languages make it a very useful tool to get teams to have different dialogues built on a common language. We also make use of tools such as behavioural analysis helping teams look at how they actually interact, rather than their perceptions.

Whenever we work with teams our fundamental mantra of behavioural change comes to the fore. Any team is made up of individuals and that means each person needs to take on board their own change actions. Therefore a key part of our team workshops is working with the team and those individuals to build the need for change and then move to pragmatic actions.