Successful and efficient solution delivery depends on the ability to connect effectively with the client organization. Our engagements typically fit one of the following models, with clients often moving from one model to another as situations develop and capabilities grow.
Organizational Coaching is our most universal engagement model. An Advisor joins your organization or project team and leads by example: doing what needs to be done to meet critical objectives while building team strength. Short coaching engagements may take the place of more structured assessments; longer engagements may focus on the development of specific organizational capabilities or the development of key roles or individuals. For mission-critical projects where internal leadership is at-risk or unproven, the Advisor can serve as an organizational insurance policy.
Project and Process Leadership may be called for when a critical gap is identified or when the team or organization undertakes something that lies beyond the boundaries of prior successes. The Advisor assumes responsibility for an important project or a key business process, shepherding the initiative to successful completion and, in the process, redefining the boundary of success. Leadership roles can include Project or Portfolio Manager, Business Analyst, Release Manager, ScrumMaster or Product Owner.
Advisory Support may be delivered on a part-time or retainer basis to provide expert support for interventions or transformation efforts, to provide reserve capacity for leaders overstretched by change, to offer redundancy for critical roles, or simply to provide a second opinion for critical business decisions that lie outside the experience of the leaders who must make them.
Interim Management is often associated with transition leadership at the top of very large corporations, but our Advisors can provide interim management at whatever level your organization requires, typically at the level of Senior Manager, Director, or Vice President. As with any engagement, we combine expertise and experience to address skills gaps or unique challenges and the objectivity and discretion that an outside professional is best suited to provide. The interim management model may be called for when the client cannot identify a suitable internal candidate to hold accountable for important results or when overcoming an extraordinary problem requires staffing a key position with a “sensibly overqualified” individual on an interim basis.