Examples of recent work that fall under the category of how to train and coach non-supervising professionals &
knowledge workers in developing business and interpersonal skills
that will promote the business goals and at the same time advance
their careers include:
PRIDE ™ (Premier Individual Development Program.)
The flagship of our programs with proven ROI (Return On Investment) for
the training dollars invested to develop the professional knowledge
worker, make them more productive and retain them.
Individual Coaching Programs.
Individual coaching programs to develop supervisor candidates
into a level where they could assume supervising responsibilities.
These programs were originally instituted as a tool to increase the % of
minority and female candidates in the supervisory ranks.
They were so successful (about 80% of graduates achieved
supervisory positions within 1 ½ years) that they now have been
introduced in the entire organization.
Leadership and Management skills training to Cornell MBA’s and elsewhere.
These programs have been delivered since 1993 with outstanding ratings by
both domestic and international students. (Specific ratings in file
and available for review)
They include communications training, negotiation skills, and behavioral
feedback (giving and soliciting).
As of 1998, some of these courses are delivered by a combination of Web
Delivery and interactive class settings.
Classroom time was reduced by 50% and ratings remained high.
Feedback skills (Soliciting, Receiving and Giving behavioral feedback) via
PACE University’s Computer Science & Information Systems and
in co-sponsorship with the New York Times.
This
is another Distance Learning initiative of the firm, aimed at
training and developing this fundamental set of skills to a mixed
community of corporate professionals and educators, for the purpose
of cross pollinating the two fields.
Examples
of recent work that fall under the category of how to develop and coach middle managers and senior executives on
how to become more relevant leaders for the work force of today and
more effective in producing the business results today’s
organizations requires of them include:
Coach
the manager: An
interactive case-study-driven training program to impart a coaching
model and give the managers and supervisors of a Bank the
opportunity to practice these skills.
150
supervisors, managers, directors and VP’s were trained to be
effective coaches in connection with the introduction of a new
Profit Sharing system that would compensate with additional dollars
every employee of the Bank if they achieved several KPI’s (Key
Performance Indicators) in growth, profitability, productivity and
asset performance.
Course
was licensed to internal trainers after successful introduction and
outstanding ratings.
Rate
the manager: Upward
feedback for the managers of a regional financial services
organization.
Consulted
with management about the design, communication and introduction of
an upward feedback system to establish communications between
managers and associates and address employee needs with the ultimate
objective of reducing turnover.
Part of the program addresses skills the manager needs to
have to interpret the feedback and use it for changing his / her
behavior to accommodate needs of the associates.
Program being introduced as of writing of this web site (July
2001)
Managing
Change (“Take Charge of Your Future”)
Conducted
focus groups, produced a number of issues by all levels of employees
and designed then into a group program to change the mindset and
lift morale in a 200 people pharmaceutical manufacturing company
that had suffered several downsizing and was facing an acquisition.
Program was designed for delivery to a wide cross section of
employees from the Production worker to the VP.
Program received outstanding ratings (in file and available
for inspection)
“The
new manager in our organization”
This
program was the result of structural changes in an insurance
operation. By splitting
the decision-making department into two, the organization faced a
tremendous challenge in making groups work effectively together,
exchange information across department lines and managing conflict.
In
consultations with senior management, it was concluded that the
Managers of the new organization should be given skills to help all
associates work more effectively across department lines and still
satisfy the needs of the policy holder in terms of fast decisions,
and customer service.
By
incorporating into the curriculum all the language of the new names
of the departments, and creating case studies exactly mirroring real
life, we were able to produce a Management Development course that
became a benchmark for all Managers in the organization.
INSIDE MANAGEMENT.
The
primary expertise of Inside Management, ltd. is in the
productive consultative relationship.
By forming partnerships with the client organization, we
engage in a dialogue leading to the identification of key issues
that need to be addressed for the organization to be successful with
the initiative at hand. These
initiatives may be:
- Professional
knowledge worker attraction, integration, development and retention;
or
-
Executive
leadership development.
In
the former type of initiatives we help the client organization
jointly arrive at the selection of actions that need to be taken.
Specifically in development, the key competencies of the firm
are the understanding of the business issues and the incorporation
of that issue in customized training or coaching programs that are
focused, pragmatic and yield measurable results.
In
the latter, Inside Management, ltd. facilitates senior team
consensus, and clarification of goals pursued. Additionally, we
collect feedback data about managerial and executive behaviors and
then facilitate coaching processes to achieve the results desired.
In
executive development, the challenge is the transition of the
executive from one model of leadership to an other.
The first model finds comfort in the traditional definitions
of well-defined management silos that values (Planning, Organizing,
Directing and Coordinating) the work of the subordinates. The second
model aspires new leadership practices.
These practices are driven by defining vision, leaving the
majority of the decisions to subordinates, creating energy and
teamwork that sustains the vision and emphasize agility,
informality, participation, authenticity and pull vs. push style of
motivation. Depending on the work force and the circumstances, both
models have merit. The
challenge is to learn how to be able to use them both.
Our
strengths lie:
- In our ability to partner
- In our belief that your organization is unique and does not
deserve a cookie cutter solution
- In our competence to listen
- In our ability to facilitate the dialogue which will lead us to the best solution
- In our commitment to never ever let quality slide
- In our many years of experience and the references we have been blessed with.
