Assessing the situation is important, but it is only the first step to improving results. The most common method of attempting improvement is trial and error-often dictatorial, slow, and ineffective. A better way is through proven processes that identify issues and change behaviors that change results. The optimal method is three-pronged:

1. Strategy: Every organization needs to have an understanding of who they are, where they want to go, and how they plan to get there. This is the essence of strategic planning. Most companies have a plan—or at least profess to having one. Most of these plans exist in the mind of the owner, or in a binder on someone’s bookshelf or desk, or perhaps elements (vision, mission, values) may be posted on a wall or bulletin board. A successful strategy ensures that everyone is working toward common goals, that you are measuring the right things, and that the end result is worthwhile and motivating. These require “ownership” of everyone involved. We facilitate, not only the plan, but the “ownership” as well. Your strategy is yours, and thus you are far more likely to achieve it than if it were ours, which would just be a series of recommendations.

2. Processes: Systems and processes are the things you do to accomplish your mission. The concept is simple: “Do what needs to be done in the most efficient manner possible.” Execution is complicated. According to Total Quality Institute, between 95% and 99.5% of activities of most companies are Non-Value Added. In other words, only 5% of what you are doing is making you money. If you are in business to make money (or if you are a Not-for-Profit, you want to maximize your service for the amount you receive) then doesn’t it make sense to eliminate or minimize those activities that cost but don’t contribute to your bottom line? Our approach helps you to identify those non-valued steps, eliminate them, and maximize the end result using the fewest possible resources.

3. People: It has become almost a hackneyed expression that “People are our most valuable asset.” Virtually every member of management has said something like this at some point in their career. And yet, getting people to perform as if they are the most valuable asset in a company is one of the most difficult challenges of management. If you’ve tried training with less than desired results, if you’ve tried seminars, if you’ve tried incentive programs and other impetuses to improvement, then you have probably felt a lot of frustration from these efforts. Most of these efforts fail. And they don’t fail because people are “bad.” They don’t fail because the intent of these programs are ineffective. They fail because it is impossible to change years of habit using short-term programs that don’t change ingrained behaviors. That’s where we are different. Our developmental processes are designed to change habits of thought, action, and application. By combining our habit changing development tools with meaningful goal planning and achieving systems, we maximize the return on your most valuable asset—your people.


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