Professional Documents
Culture Documents
EXECUTIVE DYNAMICS
EXPERTS IN EXECUTIVE & ORGANIZATIONAL EFFECTIVENESS
In Collaboration With
Three years of lackluster corporate revenues, profitability and a bear market Leadership scandals and excesses are headline news Corporate governance is in transition as boards and leadership seek to comply with legislative and stock exchange mandates Successive rounds of employee lay-offs Compensation programs are undergoing increasing regulatory and shareholder scrutiny, and are in flux Employee financial security is threatened. 401(k) values have erodedStock portfolio values have declined and employee stock options are under water
2
The Result
Corporate leaders are focused more and more on regulatory, governance and shareholder issues Vision for future business strategies and results is uncertain Employee trust has sunk to historical lows Employees are concerned about their financial survivalthey fear for their jobsare discouraged and disengaged Companies do not have the traditional compensation vehicles available to them to lock in key employees Top talent is vulnerable to being recruited awaythey are still in demand, often with little to hold them Companies face increasing risk of losing the very employees they rely upon to orchestrate the turnaround
3
How will we re-engage our top employees and reignite the fire? How do we enlist the hearts and minds of our most trusted employees? How do we regain the momentum lost over the past 30 months? How do we hook in our valued employeesour intellectual capitalour key leaders to whom we are looking to get us back on track?
Most employees want a relationship with key members of the leadership team They want to be involvedthey want to contribute They want to be appreciated Contrary to some beliefs, they want to stay with a company for the longer termas long as their investment yields the proper return; and, they have the right deal For most employees, their boss is the company Therefore, the boss becomes the linchpin in crafting and managing the deal for each of their employees, each with different expectations or ROI The skills and abilities of the manager are critical in reworking and delivering the deal
5
A Solution: Create
An up close relationship with top talent throughout the organization A relationship that stimulates collaborative dialog around business priorities, personal fears, opportunities for increased engagement, career desiresand, develops a clear understanding of the deal points A clear and mutual understanding of what needs to happen to regain lost momentum A joint plan of action for addressing the primary issuesboth for the companyand for the individual A true partnership which also stimulates and re-engages others through a cascade effect infectious enthusiasm
The Recommendation:
Adopt a new way
Of managing key people in the current environment Of working with them that revives excitement and enthusiasm for the business agenda Of joint venturing that provides personal recognition and motivation to key employees Of re-engaging the corporations best minds to re-ignite growth That actively addresses the quid pro quo in the employee/ employer relationshipthat maximizes the ROI for the individual and locks them in, in a positive way
How:
Relationship-based coaching
Examines where the coaching energies are going versus where they could go Delves into the assumptions about top talent engagement and how that impacts the coaching approach Compares and contrasts position-based versus relationshipbased coaching and why they produce different results Explores the intention factor and how it leads to misaligned expectations and alienation Expands the influence repertoire to be effective with different people in more situations
The Approach
A two day leadership lab Defines an approach for identifying true top talent Develops understanding of primary motivators for key employee retention and turnover Investigates the realities of the employee as investor concept Focuses on personal relationship as a critical variable Teaches an approach for relationship-based coaching Uses real life company specific case studies for analysis and skill building Includes videotape feedback with instructor coaching
The Payback
Heightened key employee engagement and commitment A clear understanding of company directions and expectations Stronger, more meaningful relationships with a critical mass of key employees Improved propensity to retain key employees Increased morale and productivity Broad employee recognition that something positive is happening Heightened buoyancy and optimism Improved earnings
10
12