Simply being used to receiving complaints, conflicting priorities and inter-departmental squabbles over resources belies the truth that they are very costly and avoidable; systems that show such problems cannot reach their optimum output.Â John shows teams and managers how to view business as a system or inter-related parts, and to make major process improvements from that perspective.
Whichever methods you have already used in parts of the organisation, I can show you further potential across the whole; and which elements can be addressed more quickly.
Making the whole most effective always involves compromise within, so changes begin with managers and their teams taking shared ownership of redesign, and close with them planning on-going improvements as they see proof of the benefits achieved.
Most organisations routinely promote good people into managerial and leadership roles simply because they excel at what they have already done.Â Â However simply assuming new responsibilities for the work done by other people is a recipe for discomfort, anxiety and lower performanace.Â Â
Whilst the skills, abilities and attitudes of leaders can be learned, it is unusual for leadership development programmes to track this development related to internal and external relationships.Â
Nor do they pragmatically account for the collective (rather than individual) effort needed to bring success. Â
John uses engaging and effective workshops and coaching to provide your leadership and management teams, and operations staff with new views and tools that will help them to increase their ability to engage colleagues, customers and suppliers with justified confidence, to raise group performance to new levels and sustain improvement.Â
Making Strategy Work
Strategies that do not live day to day in the heads and hearts of your staff are a dangerous delusion and a waste of effort.Â As a big-picture thinker, John can help your organisation to see the business environment differently, to identify previously unseen strengths and opportunities, collect stakeholder feedback and so clarify a picture of the future that your staff can buy into.
At the end of the strategic planning process, a short list of strategic priorities will be agreed and understood by the participants, who will have accepted the need for specific actionable responsibilities, and will know how to progress them in the short to medium term.
Training Â and Coaching
By learning how you work and what you have already done, weâ€™ll assess which skills you most need.Â Â Then we design practical sessions to transfer them to teams and coach individuals, always at a pace to suit you.Â We start from wishing to maximise your ability to continue improvements without on-going external help.
Although we believe that achieving significant improvement, and sustaining performance requires all involved to learn by doing rather than mainly in the classroom,Â we do run carefully designed training courses that are, for instance to level core understanding acrossÂ a whole team.Â
Public Sector, Private Business and Industry
With experience of both sectors we can help you, testing what customers and partner agencies really want (but donâ€™t always get); and the needs of staff and the business environment â€“ the common purposes that ought to be core â€˜must-doâ€™ items every day.Â
Voluntary, Community and Social Entrepreneurship
Understanding the unique shape of this sector, in funding and commissioning mechanisms, and the special problems of impact measurement, continuity, skills retention and transfer.Â
We recognise that smaller size businesses are less complex, but face additional challenges â€“such as only a few people each fulfilling several roles; and often work on short cycles of cash flow.Â So we also operate differently,Â for instance working with small groups and achieving coverage by matching their shift patterns.Â Â
Tell me more >>Â To find out how we might best help, call John Morgan on 07969 158998, an initial consultation is free, or emailÂ firstname.lastname@example.org