Systematic managerial development is typically associated with the client’s intention to continuously strengthen their competitive position, consistently improve, and sustain high organizational performance over the long term.
On the other hand, Interventional Management Development is often initiated by a strong impulse or trend, such as:
- significant changes in the company’s strategy
- deterioration of performance and results
- major changes and shifts in the market
- rapid growth or company transformation
- changes in ownership relationships and corporate culture
- and so on…
How we develop the quality of management and the effectiveness of management
For the successful development of our clients’ management, we adhere to several important principles:
- A good understanding of the client, their sector, situation, specifics, and intentions.
- Support for aligning key stakeholders on development priorities and goals.
- Specific tuning of optimal content, formats, and development plans.
- Emphasis on transferring and integrating acquired skills into the practice of managers and the entire organization.
Selected tools for management and leadership development include:
Example 1: Only the best succeeds in tough competition.
High ambitions in the automotive sector are always linked with uncompromising quality and efficiency. Similarly, this was the case with our client, an international Tier 1 supplier in the automotive industry. Growing customer demands, product complexity, and new strong competition present the management with new challenges.
The response was the implementation of systematic management development focused on deepening managerial skills, leadership growth, and optimizing cooperation within the management team. A tailor-made program was preceded by a developmental assessment of top management. We supported the maximization of the development’s effect and its impact on performance and organizational culture through integration with the synergistic development of middle management.
In the program, we focused on developing specific personality and performance parameters of managers, as well as the functioning of the team as a whole. The main developmental path of the 2-year program consisted of developmental modules, followed by application tasks and subsequent workshops. The individual development of team members was addressed through ongoing personal coaching with a management coach.
Example 2: When change is necessary to handle rapid growth
Successful international Real Estate Development company reached the desired situation. Quality projects and correct decisions manifested themselves in rapid growth of activities in our country. However, growth and volume of work soon required update in functioning and implementation of projects. The assignment is “simple”: Quality and corporate culture which were crucial for the achieved success must remain our DNA but we need to manage rocket growth…
The starting point for properly designed modifications was the understanding of the sources of efficiency and agility in the company through the eyes of all levels – management, team leaders, team members. Subsequently, using the principles of organizational design, we created an integrated concept of the functioning of project and professional teams, which made it possible to preserve the company’s culture and high personal involvement of people, but also a significant increase in project capacity. In addition to the new composition and functioning of the project teams, the organizational re-design also called for the management of domain expertise and the involvement of top management in cooperation.
An essential element of the subsequent change implementation was the targeted development of management and individual teams.
Example 3: It can’t go on like this
“We have appointed a new operations director, adjusted roles and responsibilities within the management team, and are pushing for results, but our key people are not cooperating. We are concerned that due to weak internal coordination and individualism, some customers may lose patience and turn to another supplier. Help us ensure that people collaborate…”
How to address a situation in which some key players feel invincible, others feel wronged, and some are overwhelmed by the workload? We opted for leadership development combined with a team-building experience that also included a reality check. Through a simulated task, managers looked in the mirror of their habits and mindsets. They deciphered them from the achieved result, which served as a springboard for shared reflection and a path to the principles of a healthy team. Many things were opened up – the things that happened, as well as the things we cannot influence. But most importantly, the things we can influence and want to move forward together.
Several tailor-made impulses for personal and team development of managers have yielded their effect. “How did you do it? How is it possible that people who ignored each other in meetings are now cooperating on a common approach? I would have never believed that I’d see some of these people having lunch together…”