Talent Development

Ask yourself: are you doing as good a job as you could be doing when it comes to developing the people who report to you?

If you’re like most managers we’ve met over the years, the answer is “no.” Despite it being such an important activity that has a huge impact on the future of the organization, it’s the one key responsibility on which managers spend the least amount of time. When you have to choose between an hour spent going over someone’s progress on a development or putting out the latest fire in your area, who can fault you for taking care of the immediate need?
In fairness, many managers have little training or experience when it comes to developing the people who work for them. It’s likely that most managers are simply doing what their previous bosses did for them, for good or for bad. If doing a better job of this has been on your developmental action plan for a while now, let us help you do it right. Consider what it would be like if everyone you’re responsible for made significant improvement in their performance over the next year. Listed below are some typical ways we can help make that happen.
Individual Coaching: a one-on-one engagement with a key person in your organization focused on developing his/her managerial and leadership abilities to their fullest extent. We do this by:
  1. Taking time to understand the context of the person’s history, the culture of the organization, the desired outcomes, and the time constraints in which to work.
  2. Engaging in the coaching process through a needs assessment, gathering information by way of psychological instruments and multi-rater feedback appraisals, providing feedback and insight to the person being coached and then evaluating results with management.
  3. Differentiating ourselves through our underlying beliefs about what makes change possible and in the way we work with the people we coach. We do not simply prescribe—we lead the person through a process of guided discovery so that he/she, not us, comes up with the right answer.
To make this happen, we insist on a commitment to the endeavor from not only the person being coached, but from the people in the organization who will be there to support this person during the process. Together, we set clear expectations up front in order to make sure that everyone involved knows the nature of our goals.

Oh would some Power the gift give us, to see ourselves as others see us.
― Robert Burns