Models for management is an intensive 5-day residential workshop that is highly useful for leaders. This is a unique program that uses more than 20 audiovisual challenges, 11 real-life case studies from Ivy League universities, a full length feature film and self, peer, boss and customer feedback data.
Our facilitators are experts and certified to administer this world-class course.
The course is designed in 6 modules covering critical leadership competencies, including style and managerial philosophy, communications, decision making and consensus building, access management, and managing productivity and motivation.
Participants solve cases using their current understanding, then compare how they fared vis-a-vis how the case was actually resolved, reflect on and abstract the theory, and go on to see how they had perceived themselves and how their peers and boss perceived them on the skill involved in solving the case. The perceptual / expectation gap is the field for improvement and discovery.
The participants get an extensive resource guide for post-course development and are monitored based on the personal development plan.
A unique benefit of the course is that participants are expected to communicate back to those who gave them feedback, leading to a huge cultural impact and authenticity in the organization
Leadership has never been as critical as it is today. Despite the talk of leaderless organizations, there is a continuous seeking for leaders, who are increasingly challenging to retain. What makes them so rare is the complexity that they seem to have mastered to become leaders.
Our Leader development model is born out of this understanding and in a string of capsules of learning solutions strung together and delivered over a period ideally, rather than as immersive one- or two-day workshops.
The core content is aimed at creating four types of mastery among Leaders: Relationship Mastery, Performance Mastery, Strategy Mastery and Vision Mastery. Leaders need to be able to navigate across the four comfortably to overcome the challenges of different situations.
The Learning capsules vary in length, depth, pedagogy and content, to keep the participants engaged and curious. However, they all adhere to the fundamental learning principles all our other solutions are based on.
Mindmetrics was one of the first organizations to use 360-degree feedback two decades ago. A developmental tool for leaders, it gives valuable data on perceived critical behaviors from self, reportees, bosses, and customers. The complexity of this tool lies in the way it needs to be designed, administered, debriefed and tied to expected changes in the work behaviour of the respondent. This calls for trained coaches, credible anonymous administrative mechanism, post-developmental feedback plans and mentoring. We deal with a range of instruments, handpicked for different structures and cultures of organizations, and tie the feedback to effective coaching mechanisms.
We use a range of accredited tools from Australia, Canada and the UK and recommend the appropriate device based on the needs of the organization. Our facilitators are trained to administer and debrief the Leaders across all these tools.
We continue to coach the Leader based on the feedback, agreeing on priorities and outcomes through an organizational engagement, to bring the exercise to a satisfying closure..
360 coaching is usually bi partite, between the coach and coachee, yet some organizations move on to stake holder centered tri -partite coaching, as described next.
Stakeholder centered coaching is the Gold standard in coaching, accredited by Marshall Goldsmith. Unlike 360 degree-based coaching, which is usually a bi-partite coaching engagement, stakeholder-focused coaching involves a tri-partite, ROI based coaching between the stakeholder, the leader concerned, and the coach.
The coaching outcomes are usually achieved over a specified period, and it is a highly structured, and data-based coaching program, with evidence and metrics and timelines specified. Since the leader being coached and the stakeholder (his boss or bosses) must agree on the priorities or coaching outcomes, there is intentionality about the process that makes it highly successful.
This process is successfully carried out in over 555 countries, 200 cities, and 35 languages with 2500 certified coaches, and is proven in its efficacy.
In an ironical quandary, in several organizations, and not only those employing millennials, leaders find the prospect of having to appraise and give feedback to team members daunting. It is one of the top coaching requirements that comes up for Executive coaching.
To maintain the balance between relationships and task management is always a tricky issue. In addition to that, there is no such thing as “positive criticism” as perceived by the one criticized. However well-intentioned, and softly delivered, it seems to threaten the delicate balance of the relationship.
The good news is that it need not be as difficult.. We have successfully delivered over the last several years, the secret of having the difficult conversation and being thanked for it. However, it all begins with understanding the broad framework of what the HR philosophy of the organization in question is, what the appraisal instrument is designed to measure, how it is linked to other HR systems like rewards and recognition; and on the other hand, understanding the personal motivations and aspirations of the person being assessed.
This is an organization specific solution, drawn up keeping in mind the particular systems of the organization, creating appropriate linkages to paint a broad picture first. Leading from the general view to specific skills of communication, facilitating, feedback giving and coaching, (yes, we coach them) we enable the leader to continue to be authentic and intentional in reaching organizational goals.
Organizations need to continuously reinvent themselves, as well as their products and services. Reinventing happens more quickly and spontaneously in specific cultures that are more forgiving of mistakes than others who are highly compliance oriented. Several other such characteristics promote or inhibit innovation and cultural engineering is meaningful here, to intentionally foster a culture that encourages innovation.
Beside merely providing the culture, leaders also need to provide some direction: there is much difference between creativity and innovation! Creative efforts or innovation need to be guided towards organizational goals rather than go off at a tangent.
This program links business strategy, cultural engineering, ideation processes with scenario analysis and competitive analysis to create an innovation environment in a participative way. It also highlights the leader’s role in creating such a culture.
The outputs may be as specific as next steps and road maps of new products or a general direction of experimentation. Either way, it leads to creating the culture, drawing action plans, tasks and budgets.
Businesses often have to be agile and nimble in the VUCA world. Sometimes merely a process is tweaked to accommodate a transaction. But when this happens frequently or spreads to most aspects of a business, then there is a need to step back and acknowledge that the structure has outlived the strategy, and take a comprehensive look at what needs to be changed for the future.
Usually, the change starts at the customer end, whereas most organizations are looking within them to see what the “problem” is. A rediscovery workshop is a perfect way to look through the customer/market perspective at what the lay of the land is, the competitive scenario, and disruptions in the market place and to plan a comprehensive new avatar and a new business canvass.
A ground-up strategy, it involves all functions in an organization and uses herringbone analysis to find root causes of challenges, and then leaps forward to creative exercises and pyscho drama for rediscovery.