AND EMPLOYEE DEVELOPMENT PROGRAMS
Our approach to management
development focuses on practical applicability.
As such all our programs utilize experiential
learning. Employees learn best by
taking action, then receiving immediate
feedback. The more of this contained
in a developmental experience the
greater the improvement in skills
and knowledge. The following are development
activities on which we have focused.
Management simulations are excellent
examples of our practical, experiential
approach. Participants take a management
role in a realistic business organization
and, by managing this hypothetical
situation develop management skills.
Simulations can be developed to enhance
a broad range of skills ranging from
strategic thinking to leadership to
time management. W can develop simulations
to suit a client’s specific
needs or deliver generic simulations
that require little or no development.
Our approach to leadership development
is to focus on the practical and experiential.
We have developed and delivered a
wide range of topics covering the
leadership spectrum and usually tailor
these workshops to meet the specific
needs of our clients. One unique element
of our leadership training is that
we always treat leadership in the
context of all other organizational
priorities. Leadership is not the
only secret to a successful organization.
However, effective leadership improves
the delivery of all current business
initiatives by getting work done effectively
and efficiently through a skilled
The two words that best exemplify
our approach to coaching is “behavioural”
and “action centred”.
We begin by developing a focus on
what competencies our client wants
to improve. We then translate these
competencies into specific behaviours,
coach elements of these behaviours
and find specific opportunities
for the client to practise the new
skills. We than provide feedback
and additional coaching. This approach
has shown the most success in the
fastest timeframe, and appeals to
managers looking for measurable
improvements in performance.
We begin our team building
projects by asking the question,
“What exactly does the team
want to improve?” The team
building strategy then focuses on
those team competencies. We often
use pre and post measures to determine
the effectiveness of the team building
and ensure the team leaves the session
with goals designed to continue
their improvement. We tend to avoid
“team building games”
that have little to do with the
business environment. Instead we
use either real business problems
or a simulated business environment
in which to develop cohesiveness
and team skills.
We reviewed a full range of 360
instruments available in North America,
and decided that the best was offered
by Organizational Systems International.
The competencies on which the survey
is based are comprehensive, and
the resulting report provides the
most relevant and actionable feedback.
We always accompany the report with
an hour of verbal feedback and interpretation,
and are available for follow up
coaching if required. We recommend
that 360 surveys not be viewed as
an end in themselves, but to provide
an extremely valuable development