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Corporate Calibration
"The whole process allows people to integrate their thinking pieces to move forward and make positive and constructive changes with much less stress, and a higher level of comfort with the direction while in the midst of chaos. It created an understanding around what at first blush appeared to be polarized positions. You must commit the time when dealing with a change in corporate thinking but when you do it's very powerful and empowering." – L. Charles, Director
"Trust is not just a nice thing to have; it is imperative." – Mary O'Hara-Devereaux, Navigating the Badlands
A client once said, "I don't mind dealing with the issues that are out of our control, it is the ones we create that piss you off."
The Corporate Calibration System is designed to assist you to systematically shift from unknowingly getting in your own way to creating a climate where relationships flourish and diversity works. It is about bringing the soul back into business by expanding the thinking and using natural skills to navigate uncertain times to great effect. It is about shifting from a command and control structure to valuing service and Life... all Life.
You have the answers. They won't be found in your mind.
Most organizations manage their culture using the funnel as a guide and moving from the big picture to the smallest behavior that can be measured.
We are now in the times where we flip the funnel and see from the bottom up while also seeing the context that the funnel sits in. Is it in a kitchen? A lab? A mechanic's shop?
Three steps are involved:
- Noticing: What is not as it should be? How much is stress showing? Where is diversity not being used? Where are the interdepartmental relationships looking more like fiefdoms than interdependent units making their unique contribution? We lay it out. Ask questions. Go for the truth.
Result: The underlying beliefs embedded in cultural thinking emerge quite clearly. You can choose what gets changed.
- Discovery: Uncover what is at the source. Break open patterns of behavior, communication, and limitation to achieve a deeper understanding.
Results: Gain a widened perspective on what habitual patterns are operating and determine whether they still work or not. New possibilities; greater understanding and shifts in perspective take place.
- Create the Roadmap: Lay out the simple steps that will clear barriers and release talent and creativity. Be bold. Engage.
Results: The steps are clear. Skills to intuitively track the dynamic are revived and upgraded. Learn while Leading.
No matter how well or how poorly you are performing now, this is the time and economic crisis is the portal for change.
Dawna H. Jones – A Personal Growth Guide for Business Cultures
Contact Dawna Jones at 1.866.605.0880 or 1.604.605.0589 or by e-mail at dawna@FromInsightToAction.com to discuss your company's calibration requirements.
Here are some situations that sit behind the need to calibrate internal relationships and mindsets:
Resolving Companies' Sticking Points
Companies often face challenges that seem to continue on. Sticking points have the ability to cause non-related departments to experience consequences influenced by the challenge.
Many companies look to treat the "symptom" rather than to identify and manage the original problem. A sticking point often finds management stumped for a solution and hoping that the problem will go away. This can lead to long term problems, not only with that department, but with others as well.
i.e. Internal relationships that aren't going anywhere may impede key relationships needed for operational success. This can be between departments, management and staff, or leadership and management, which may be comprised of different groups. All relationships must be built on integrity and a commitment to get past the "sticking points."
InSight Out Consulting can assist clients in getting clear on what the sticking points are, what caused them, and how to implement systems, not only to overcome the challenge, but to ensure that the challenge doesn't resurface later on.
Aligning Team Vision and Performance
Employees often bring more skills to the table than the ones they were hired for. Many times companies look for external expertise before reassessing skill sets of existing team members. Having to educate external consultations can prove to be a large time investment not to mention financial considerations.
i.e. What the Dot.com era taught us was that workers bring a variety of skills that support a variety of profit models. Accountants were brought to the design room, programmers sat in on negotiations, and support staff managed large accounts and acted as corporate liaisons. Small companies grew mighty by allowing their staffs to draw on a diverse pool of talent, dependent only on the needs of the day.
Secondly, vision is about sight. If the lens is too narrow then the viewfinder does not grasp the extent of the landscape. You miss the picture. This is not good at a time when the landscape is global, connectivity is instant, and personal networks are the greatest asset anyone can bring besides their fully actualized potential.
InSight Out can support the identification and development of your largest investment, your existing knowledge capital and assist you in calibrating the use of power, and organizational structure that will engage its contribution.
Self Actualization and Leadership Evolution
The world has changed. Futurists will tell you that and when they do they are standing in the present. What it means is that someone is paying attention. This only happens if the practice of reflecting and utilizing the widest lens possible is a habit.
The trends that necessitate an expanded way of thinking are best described by Global Foresights in the book Navigating the Badlands by Mary O'Hara-Devereaux.
Navigating the Badlands: Thriving in the Decade of Radical Transformation by Mary O'Hara-Devereaux, Jossey Bass, 2004. The author describes global drivers of change and then goes into examples of how to navigate by creating resilient organizations, engaging people deeply, learning more about China, and embracing global interdependence. To read "Chapter One, Making Sense of the Big Picture," go to: http://media.wiley.com/product_data/excerpt/83/07879713/0787971383-1.pdf
Vision is about seeing and engaging the energetic fuel of employees in moving toward the destination, which is a moving target. The business environment is extremely dynamic and requires a high level of resiliency, flexibility and ability to think mentally, creatively, and intuitively. Attachment to any one way of thinking can block momentum. The need to evolve personally and organizationally is evident.
We are at a time when engaging employees networks, energy, and full use of talents will make the difference between a company creating profitability and a company scrambling to survive. The difference between the lens used internally results in how much of the landscape is captured. When the lens is too limited the picture is missed. This means that assisting employees in expressing their full potential, in creating an environment where it can be used, is an imperative.
"The power of the markets, brought to bear on the worlds real problems, is the power to change the world." – Massive Change Exhibit, www.massivechange.org
Connect that to how communication takes place. Clarity of message and vision allow a company to achieve common goals in a healthy environment. People must come into the vision of their own belief, rather than being forced into the vision.
They have to see their value and contribution within the vision. Often the people that are most important don't know it. How many people valued by the company left without knowing that they were valued?
Our experience has allowed us to understand the translation processes that must be mastered in order for their company to completely and competently deploy their plans. In corporate life, different divisions might use the same vocabulary, but have very different definitions and understandings for their use. Leadership, driven through authenticity and integrity ensures a clear message is delivered at the right time.
"Leading from good to great does not mean coming up with the answers and then motivating everyone to follow your messianic vision. It means having the humility to grasp the fact that you do not yet understand enough to have the answers and then to ask the question that will lead to the best possible insights." – Jim Collins, From Good to Great
i.e. Leadership often talks of passion and attention to detail, but what they don't talk of is why the company's employees should buy in. What is the benefit to them? Too often the response is, "their job," but organizations are starting to realize that a lack of clear communications and common vision from management leads to disgruntled employees, increased sick leave, and exponential costs to the bottom line. Often this can be rectified simply by examining the communication systems, ensuring that they are empowering and clear.
Our experience has allowed us to understand the translation processes that management must master in order for their company to completely and competently deploy their plans. In corporate life, different divisions might use the same vocabulary, but have very different definitions and understandings for their use. Leadership, driven through authenticity and integrity ensures a clear message is delivered at the right time.
" Mental toughness is humility, simplicity, spartanism and one other… love. I don’t necessarily have to like my associates but as a man, I must love them. Love is loyalty; love is teamwork. Love respects the dignity of the individual." – Vince Lombardi, former NFL coach
Dawna H. Jones – Evolutionary Instigator
Contact Dawna Jones at 1.866.605.0880 or 1.604.605.0589 or e-mail at dawna@FromInsightToAction.com to discuss your company's calibration requirements.
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