We've worked with many successful organizations. The best of them are always trying to improve their game. We've found that the ones that are successful in rapidly changing direction or accelerating their progress leverage some core organizational capabilities. Review a list of our clients
We've been taught by them to look for the following characteristics when assessing an organization's capacity for driving dramatic change:
Focus or strategic direction that everyone understands, a commonly shared Approach or a model for dealing with problem-solving and key initiatives, an investment in hiring and developing leaders with solid Capabilities, an enabling Technology platform to support rapid collaboration and information sharing, Ownership as a core concept imbedded in the spirit of all levels of the organization, dedication of the right Resources needed to achieve the results decided upon, and finally Sponsorship at the highest levels of the organization for the change your organization is determined to achieve. Want to review your plan for change? Give us a call
The Holland Group approach to accelerating collaboration is designed to provide a map for senior level leaders and teams for achieving timely business results while engaging the people who will have to execute key decisions. Whatever name you use for the core components our successful clients have employed, each one is essential to enabling the kind of collaboration needed to making it all work.
Speed of that collaboration is critical to the success if a company is going to meet emerging market demands for responsiveness. Considering the increase in competition for meeting these market needs, time-to-market and speed of collaboration becomes even more vital if a company is intent on thriving.
There is an additional requirement of collaboration in an ever more competitive environment. It’s productivity. Companies these days must optimize the value produced in each of their core processes, in their investments in R&D, and in the utilization of their top talent.
The Collaboration to Results Model is therefore designed to remove unnecessary steps in the process and reduce the demands on scarce resources that could be used for alternative purposes. Senior level talent is one of those valuable, scarce resources for which there is almost unlimited demand for attention. No one has time to re-play discussions, repair agreements, duplicate efforts, undo ill-considered actions, or engage in unproductive esoteric dialogue in the course of work.
The approach to collaboration recommended by The Holland Group is intended to streamline the collaborative process, surface conflict when resolving it can be most valuable, follow it through to resolution, definitive decisions, and accountable action. It’s designed to enable people to get to the heart of important business issues requiring the attention of top level talent.
We will review the most effective activities, interpersonal skills, tools, and organizational supports required by each phase of collaboration, the management of transitions between the phases to propel momentum, and the pitfalls that typically derail successful initiatives. Read the stories of our client's success.
There is one final component needed for success in achieving timely results that is often overlooked. That is the “Stance” or mindset of the leaders and participants involved in collaboration. The work of David C. McClelland of Harvard University established a clear link between leadership thoughts and attitudes, their behaviors, and their effectiveness in driving business results with their teams. We will provide tips for “Stance,” sometimes thought of as self-talk, that you may find helpful as you engage your team in the work at hand.