Do you need a guide for your transformation?
We guide you in the transformation.
Our approach to how we collaborate with our customers is deeply infused in us:
- We focus more on leadership, than on HR.
- We work more as advisers, than as consultants.
- We focus more on solving problems, than on delivering products.
Our collaboration with customers tend to be long-lasting and personal, which we really like. We therefore listen a lot to the organization, and normally we create strong bonds of trust with the employees.
Moreover, we focus on the challenge and situation, and – agilely and in sprints – co-create and design the activities with you. In fact, we approach the challenge in a broad sense, and on all managerial levels: Top management, middle management, and front-line.
We spend time with the leadership team, with the full organization, and with the individual leaders in dialogue. Because we want to get to know you. And create the way forward with you. Following that, we execute the tactical and operational activities in sprints, while always inspecting and adapting the approach, pace, and presence to the need.
Typically we plan for 100 days at a time and then execute in sprints of 2 weeks. Thereafter we evaluate both deliverables and collaboration, and decide the content of the next sprint. In the first 100 day-sprint we’ll focus on setting the scene, describing the business challenge, getting to know each other and the organization. We conduct workshops to map out challenges, possibilities, expectations, and strengths, both for the individual leaders, the teams and the organization. The approach will be part inspiration, part exploration, and part probing, but with a clear and mutually agreed goal.
We strive to create value – and we measure it.
Problems we’ve solved
The typical challenges circle around grasping the future of work and leadership, e.g. Business agility, digital leadership, leading digitalization, embracing gig workers, staying relevant to the market, staying relevant to talent, collaboration internally and across borders, merging business units, employee experience, employee engagement.
- Transformations to future-of-work
- Paradigm shifts
- Re-designing the mindset
- 1-to-1 top management mentoring
- Training programs for leadership teams
- Designing a purpose-driven approach to all activities in the organizations
- Organizational Change Management
- Agile/Scrum training, also for leaders
- Tactical execution support
- Rolling out internal social media (e.g. Slack and Yammer)
- Cultural description and development
- Working with Holacracy as an inspiration for redesigning organizational roles and structures
- Hackathons for all employees
- Using software for leadership support (weekly pulse measurement)
- Organizational Network Analysis
- Internal communication strategies
- Innovation workshops
- Business Modelling – and tactical roadmaps
- Mapping the value with The Value Game
Transformations and change management is entangled
If you want to engage your peers, your managers or your colleagues in leadership activities, you need to establish a mutual engagement and willingness to do so. That starts with a good understanding of the challenge you are tackling – or the opportunity you want to exploit. And that starts with analyzing it, so that you can convey the message and start the change.
Every leadership development program is launched to either solve a problem or to exploit a possibility. It has to – that is the business reason for it. From time to time, we run into requests for education or training projects that “just should give the leaders some new tools and better skills” without knowing exactly why. Luckily those cases are rare.
Modern development programs are typically launched to approach business challenges like these:
- Nurture innovation in the organization
- Instill an agile approach to decision-making and to technological changes
- Adapt the organization to an updated business model
- Attract and retain the right employees
- Ensure that the leaders are modern leaders that can collaborate and encourage the employees to collaborate too
- And more
There is always a business or cultural reason for doing it.
This also means that measurements and feedback loops can be created. Thereby we can observe the progress of those areas by either direct measurement or indirect perception.
- Faster decision-making (documented via surveys)
- Higher business-agility (documented via surveys)
- Better learning-culture and better handling of failures (documented via interviews and surveys)
- Less sick-days (documented via HR data)
- Higher engagement (documented via weekly and annual survey)
- Higher retention (documented via HR data)
- Faster innovation cycles (documented via qualitative interviews)
- Lower hierarchies and tighter network (documented via Organizational Network Analysis)
The iterative approach to development programs
Such development programs are by design created in iterations, as shown in the illustration.
In fact, a hugely underestimated and overlooked mechanism is the iterative part: Therefore, you have to make sure to establish the back-flow from “translation” to “planning”, from “implementation to translation”, and from “measuring to reasoning”. This is also where the adaptability kicks in, and ensures that the 12 or 24 months program will have continuous feasibility.
When working with modern leadership development like this, being responsive to how the activities and dialogue are received is crucial for the progress, desirability, feasibility and viability of the investment.
How we guide a transformation in 8 steps
- Get inspired, e.g. from books, talks, podcasts, or social media – or your network.
- Understand and document your reason for engaging in the development program.
- Engage your organization.
- Make a plan.
- Translate it to context.
- Execute the elements in the development program.
- Hand-over and agree on follow-up.
The goal is to create learning, reflection, and clever conversations
During such a leadership development program, normal habits are broken. We have monthly full-day workshops, “homework” in the local departments and teams, peer-to-peer tasks or peer-to-peer mentoring, as well as organizational-wide cultural workshops. Overall it’s a consistent work with an inertia that fits with the organizational change-readiness.
Most of all, it’s a facilitated setting for conversations, dialogue, and reflection. Yes, we work with modern thinking, with the contemporary mindset of modern business and future work, and with specific tools and mechanisms, that are directly applicable.
But a strong focus is on the meta learning: The single-loop or double-loop reflection
- What is your dialogue about?
- How are you talking to each other?
- What words do you use?
- What tone-of-voice are you using?
- Are you listening to reply or to understand?
- What makes you curious?
- Do you learn AND teach?
- What do you appreciate about yourself and about your peers?
- What will you keep, and what will you try regarding your dialogue – and your leadership collaboration?
- And, how does that make you feel?
Massive, massive learning clearly takes place here. Especially the double-loop learning is rarely facilitated in the daily and tactical life of a management team or organization.
Consequently that has a spillover effect to the second benefit of leadership development programs: Nurturing psychological safety in the management team; Gradually establishing a conversation culture that acknowledges questions, skepticism, mistakes and learning moments, being anxious, safety for taking risks, respect and accept, being yourself as well as showing your personal traits and flaws – without fear.
Those facilitated and intense dialogues, combined with a modern approach and mindset towards organizational inclusiveness and fellowship, pave the way for “pumping out fear”, as Richard Sheridan, CEO for Menlo, describes it.