At iBossWell ® , we have found that a fully integrated approach is what truly launches an organization to its next level of greatness. This approach is at both the organization-wide and the individual leadership levels.  

A Fully Integrated Approach  

We applaud any organization or leader when they have the vision and understanding to want to develop a framework by which their leadership and staff can operate and be accountable in moving forward in taking the organization to the next level of growth and achievement. To be successful here, several critical factors must be considered:

• High-level planning – Creation/refinement of strategy and tactics are critical to guiding where they need to go and how they are going to get there:
  • Development of a strategic/business/operational plan(s);
  • Alignment across the leadership team behind the plan & it’s key elements;
  • Review/refinement of Vision & Mission;
  • Clarity with Board of Directors regarding role/responsibilities for plan management/support/implementation.
    
• High-impact leadership - High level leadership skills and abilities:
  • Effective communication and leadership skills to ensure appropriate support to all staff in achieving the goals at all levels: corporate, departmental, team and individual.
  • Understanding of the change management process;
  • Conflict resolution;
  • “Straight talk”/Difficult Conversations;
  • Creation of a culture of leadership development, where leadership skill development is institutionalized in all employee development, and systems are in place to identify and further develop those with high potential.
    
• High-performing teams - Significant challenges face teams and their leaders: as teams are most likely highly interdependent with complex relationships and working toward common goals with imperfectly matched values and different ideas about how they ought to do things. Teams must be able to:
  • Understand the value and components of performing complex tasks requiring a high degree of interdependence and cooperation among group members;
  • Identify symptoms of destructive or counterproductive activity;
  • Prescribe and initiate actions to move the team toward high performance.
    
•  High staff performance - Understanding and alignment across all staff around the plan, priorities, focus and the teamwork required to effectively accomplish the goals and objectives, including:
  • Individual leadership…taking initiative;
  • Understanding of the “big picture” for the office;
  • Clear understanding of their individual role and responsibilities in contributing to accomplishment of the plan;
  • Conflict resolution;
  • Communication, team, and technical skills to successfully make their contribution.
    
•  Highly effective systems - Systems that support successful achievement of the plan:
  • Clearly articulated Performance Support System;
  • Compensation System aligned with Performance Support System;
  • Clear position descriptions and accountabilities;
  • Ability to measure improvement achieved through key initiatives.

 Achieving Success Through High-Impact Leadership

 To effectively accomplish the above stated goals, it is important to start with the organization’s leadership group. Developing those core leadership competencies is one of the first steps in this process. iBossWell ® provides an integrated approach to this process through offering of assessments, retreats, workshops, individual coaching and planning facilitation. Our assessments and workshops can cover a broad range of competencies, needs and issues, depending on your unique organizational needs. Based on our conversation, we have listed a few of examples below to provide a flavor of some of our work.

1. Initial Organizational Leadership Assessment : The first step is information gathering: what do the primary leaders desire from the leadership group? What do they see as the key opportunities and challenges/obstacles in accomplishing your goals? How well do your direct teams align behind the plan goals? What do they see as the key opportunities, challenges/obstacles, and issues? What leadership competencies do they feel are critical to your success, and where do they see the largest gaps in the current leadership group?
   
   Utilizing a professional outside consultant provides a direct, visible, specific program for implementing this project. Such a third party also provides a confidential, unbiased and safe venue by which to gather comprehensive and candid information from key group members. This initial information gathering effort helps to set the stage for future work.
   
   
2. Skills Building Workshops : A series of workshops intended to provide devoted time for skills building in the communication, leadership, team dynamics and change management process. Enclosed is a list of some of our leadership development workshop curriculum items, with brief descriptions.
   
   
3. Leadership Assessment and IDP Development : This includes the use of a specific instrument – The Leadership Circle Profile™, which allows constructive feedback on each manager’s leadership style, behaviors and effectiveness from peers, reports, superiors, etc. This instrument is absolutely the best we have found in being able to clearly get to the core of a manager’s strengths and areas for improvement through identifying the underlying assumptions and values that drive behaviors. This in-turn provides significant information that expedites the coaching process for the manager’s individual development. After completion and reporting of the profile results, several coaching sessions then lead to the development of an Individual Development Plan (IDP), which defines the individual manager’s goals for leadership, related skills enhancement. Enclosed is a brochure on this profile.
   
   
4. Team Performance Model & Inventory: Teams have members from various backgrounds; face ambiguous situations in which values may conflict; must choose from among various ways to achieve the same goals; must perform complex tasks requiring a high degree of interdependence and cooperation among group members; and need the highest level of performance for the team to achieve the stated goals. How well are you and your managers doing this, and how could you take your team(s) performance to the next level? The Drexler Sibbet Forrester - The Team Performance Model & Inventory™ provides a way to map the significant things happening in a team, identifies symptoms of destructive or counterproductive activity and prescribes actions to move the team toward high performance.
   
   
5. Leadership Coaching: Research shows that adult learners grow and develop through a number of different methods. Workshops alone typically do not instill change/growth, as they cannot provide the ongoing support and reinforcement required for adults to fully integrate change into their thinking and behavior. One-on-one coaching, provided on a “real time” basis, allows a great opportunity for reinforcing and appropriately applying the learnings gleaned from your training workshops investment. Having a confidential, experienced professional to serve as a coach and mentor, providing support and information when it is needed, applying to real work situations, is truly an effective means to developing high-impact leaders.
   
   
6. High Impact Board of Directors: In a not-for-profit organization, it is critical that the Board of Directors clearly understands and carries out their governance and fiduciary responsibilities. This includes representing the community the organization serves, as well as serving as an ambassador for the organization to that community. The relationship of the board with the staff leadership is also critical to ensure a highly successful organization. Understanding and executing their role in strategic plan implementation is key to becoming an exemplary Board. We help facilitate such enhanced understanding and governance practices.

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