Believing that you can create a compelling story and the troops will follow is no longer enough.
At CLE our expertise lies in mapping the cultural change journey, to build a deep appreciation of transformational attractors (enablers of change), disruptive forces within your environment, your resource base and any hurdles you may encounter. We co-design and implement initiatives that build adaptive leadership, new mindsets and behaviour.
Cultural Transformation is achieved through the re-alignment of purpose, passion, people and practice. It requires a penetrating vision, strong leadership, congruent strategy and above all the creation of buy-in, so that your people come with you.
Our GCI Cultural Roadmapping™ process ensures that there are fewer surprises or risk of inertia, because the scope of the system and human change journey is fully understood and prepared for.
We work with leaders to develop their change leadership skills. In times of radical transformation we help divisions, teams and individuals address the challenges of change, develop resilience and discover a renewed curiosity and appetite for change. Find out more.
An adaptive mindset is important to business dynamism and success. We support the development of a ‘balcony perspective’, emotional intelligence, fluid thinking and agility whilst engaging in strategic conversations.
Strategic and adaptive conversations are important to business dynamism and success. Strategic conversations support leadership teams and organisations to work with wicked problems and to withstand the discomfort associated tackling complex adaptive challenges, which often require facing the unknown.
CLE’s facilitated conversations supports diverse voices to be heard, enabling teams to engage with fresh perspectives and feedback that it’s typically easy to marginalise. Yet these wildcards often hold the key to surprising breakthroughs, generating renewed organisational momentum.
Ensuring staff are clear about their roles, responsibilities, delegations and accountabilities is important. While position descriptions are a starting point each person needs to discover what their role requires of them and how to apply their knowledge and skills within the role. When this happens we say that a good role-fit has been achieved.
Structured role conversations provide a framework in which managers and their staff explore the role-in-reality as opposed to what is written on paper. These conversations build a robust, shared understanding of what is expected of the individual and the opportunities and challenges they may face. In these conversations, leaders and managers create an authorising environment in which individuals are able to align their skills, talents and potential to the needs of the organisation. Knowing they have their manager’s support empowers employees to demonstrate initiative consistent with organisational priorities.
Structured role conversations ensure that all layers of the organisation are working at an appropriate level. Leaders who haven’t delegated operational responsibilities can be encouraged to do so, while those who haven’t quite made the transition from skilled technician to manager can be supported to reflect on the requirements of their new role. Organisational performance is strengthened by eliminating role creep and achieving role clarity.
Our structured role conversation framework builds smart, aligned organisations. Find out more.
While typical performance development programs provide new information or insights to enhance performance we have observed that the level of uptake and integration of these skills is often poor.
At CLE we are skilled at identifying the knowledge, attitude and skills required to excel. We are curious about enablers of performance. What differentiates us is our expertise in pinpointing the human and environmental factors that prevent an individual or team performing to their full capacity.
We believe the secret to unlocking potential lies in what Arnold Mindell terms the edge – the boundary between familiar ways of operating and those that are less well known. When a simple lack of experience or know-how is the problem, learning and change are easy. Training is the obvious solution. However when untested assumptions, limiting beliefs, fears and past experiences are involved, a little more precision is needed to discover and work with these barriers to optimal performance.
Drawing on our collective expertise in the areas of learning and development, neuroscience, psychology, coaching and leadership development the CLE team have a refined understanding of the hard skills and soft skills which enable individuals and teams to meet the diverse demands of their roles. We support teams and individuals to become more agile and flexible in the way they approach their mission and are experienced in working with leaders and teams in high pressure environments.
At CLE we work with HR professionals and managers to help them understand individual or collective enablers and inhibitors of performance. We can also support your staff to engage with new information, ideas or ways of working.
Typically we find that one of the most challenging parts of being a manager of people is the need to have performance conversations where there is a particular behaviour or gap in performance that we are not happy with. At best we may view these conversations as a necessary evil but seldom do we welcome them as the opportunity that they are.
Sometimes we may choose to avoid the situation as we think it just too tough and resign ourselves to just live with it. Other times we may want to have the conversation but are just not sure how or where to begin. There is one thing that is certain though, if the situation is not addressed it’s not going to go away and will eventually take its toll on you and other members of your team.
In many situations it may have been possible to avoid formal performance management processes if robust performance conversations had taken place at the time the original event had occurred.
At CLE we recognise what it takes to have these tricky performance conversations both from the level of skill required and also from the mental and emotional perspective. This is why we have put together a program specifically to support you to begin to welcome the opportunity that these curly situations present.
Power and rank dynamics are critical to the effective flow of information within organisations and the ability to mobilise the intelligence and capability of all employees. The effective use of power is also central to building workplace cultures in which people want to come to work.
Bullying, discrimination and harassment are the tip of the iceberg when it comes to symptoms of poorly used power and rank in the workplace. An understanding of rank dynamics underpins diversity in the workforce.
Finally this workshop will consider recent institutional scandals involving the misuse of power to highlight the importance of recognising and responding skilfully to the misuse and abuse of power.
We offer a range of psychometric assessments to focus leadership development and executive coaching effort.
Based on a comprehensive body of research in the fields of human and leadership development, organisational development and human potential, the LSi provides feedback on creative and reactive tendencies across 29 discrete dimensions.
The Leadership Circle offers a powerful opportunity for leaders to reflect upon and update their Internal Operating System in order to lead genuine transformation.
The Human Synergistics Circumplex provides a way to see, measure and change the thinking and behavioural styles that drive the performance of individuals, groups and organisations. Three general clusters break down the factors underlying effectiveness into 12 specific styles, based on their relationship to needs (satisfaction vs. security), orientation (task vs. people) and themselves.
The GSI offers real time feedback on group performance.
The Diamond Power Index® (DPI) is a 360º leadership assessment that provides insight into how you and those around you experience your use of power. The DPI helps identify critical opportunities related to how you use power—personal and positional—and provides actionable suggestions for development to lead more effectively, improve team culture, and achieve sustained success for your organization and your career”. Julie Diamond
The Talent Q elements assessment measures verbal, numerical and abstract reasoning aptitude, while other assessments in this suite provide insight into drives.
An easy to understand instrument the DiSC profile is a power stimulus for dialogue about work style preferences and communication in teams. Exploring the underlying drivers of behaviour, the DiSC helps individuals and teams to make sense of diversity and offers practical insights into working together more effectively.
The TMP identifies eight core activities (Types of Work Wheel), mapped against four work preference measures (RIDO Scale) which combine to create an individual’s unique Team Management Profile. Team member benefit from understanding their contribution to team effectiveness, while providng an opportunity to recognising any gaps in the teams’ combined profile.
The CDP provides insight into constructive and destructive behaviour patterns in conflict, as well as hot buttons. It can be administered as a 360 or as a self-report instrument.
Please enquire for more information about these instruments.