Understanding the business, the leader, the team. Leaders and teams may recognize a shortfall in their effectiveness but not be able to isolate the cause. Using a variety of frameworks and tools, often supplemented by stakeholder interviews, we identify and quantify the leader and/or team strengths and clarify how to build on those competencies. We also bring to light areas where the leader and/or team is being restrained and kept from achieving influence and results. For a leader, such blockages might include an inability to delegate effectively, an inability to read and adapt to the culture, the need to direct rather than influence results. For teams, the challenges could lie in half-formed relationships, lack of trust, conflicting agendas or objectives, diffused or unclear accountability.

Developing new infrastructure and capability. Once we identify areas of focus, we chart a path to improvement that specifies the anticipated impact on or within the organization. For example, if an executive has difficulty delegating, we work with the executive to link improved delegation to his role and key deliverables or outcomes; then focus on real current or emerging situations to determine a different course of action and put it into practice. For a team, while we often are called when a team is struggling with how to execute against a big challenge or deal with difficult dynamics, we uncover that the core infrastructure of charter, goals, roles, and process are largely missing.

Working the Plan. As leaders begin to put the plan into action, we advise on successes and make course corrections where needed. Each conversation will often begin with “How’s business?” and then we direct the dialogue to key challenges, reflections, ideas, and insights.

Sustaining Outcomes and Capability. We construct a method for leaders and teams to solicit useful feedback periodically from key stakeholders. The aim is to identify other areas of concern so correction can occur before they impede progress.