Every organisation and every one now and then encounters situations where they require outside help.
These situations could be viewed as problems that need solving or opportunities to be accessed and leveraged.
Depending on the nature of the help you require, our approach to engagement, compared to other options, might prove to be the most efficient, effective and ultimately, deliver the most sustainable solution.
Below are three examples of why you might request outside help.
We add the most value when the context of engagement is primarily capability related, meaning 1 or 3 below.
Why Might You Seek Outside Help?
Your team doesn’t really know what to do, how to approach the need or how to do what they think needs to be done
Your team can do it but have no capacity at the moment
CAPABILITY & CAPACITY CHALLENGES
Capability limitations leading to capacity challenges - your team is not very good at it so it will take them too long
Our Unique Way of Engaging
A Unique Engagement Proposition
We operate within your organization from a value-exchange perspective, adding value in two distinct ways:
Capability Augmentation: We augment your team’s capabilities providing access to expertise working right alongside your team, identifying, scoping, developing and implementing required solutions
Capability Development: As we work with the team, we explicitly focus on
Broadening their mindset to see new opportunities and possibilities
Enhancing their knowledge to make decisions considering new options
Increasing their skills to take an expanded range of actions
All this is so that when we step away, your team can continue to implement and adapt the solution to the evolving and emerging needs.
A Flexible Contractual Approach
We make it work
We accommodate your corporate policies and practices, without sacrificing the integrity of our engagement model or our commitment to delivering maximum value.
Typically we operate with a time-based access model which means engaging over an agreed amount of time, normally months.
A Focus on outcomes and Results
Results, not activities
We focus on solving the problem and therefore see ‘deliverables’ as enablers, not outcomes.
This means we constantly adjust the activities and outputs as needed in service of the solution.
Who We Engage
We engage to address both organisation-level needs as well as individual needs
Working with Organisations & Teams
When we engage with organisations, we establish a relationship with specific people with a specific relationship to the need and solution to be deveoped and implemented.
The Solution Owner: this is the person whose problem is being solved, often this might not be the person who reached out to use. In some cases, the person who reaches out to us has been asked by this person to help solve the problem.
The Problem Solver: This is the person who has been tasked with coming up with a solution. This person is typically the supervisor in charge of a team of people. While this person might be the same as the solution owner, in most cases, it is not. In most learning and development requests, the solution owner is the head of a different function or department while the problem solver is someone from the HR or learning and talent development department.
The Solution Implementers: These are the various people involved in executing the actions necessary to solve the problem. At the beginning of most of our engagements, the solution implementers are typically identified as the members of the problem solver's team. However, as the solution design evolves through the process of problem solving, more roles and people are identified as being part of the solution implementers.
Working with Individuals & Groups
When we engage with individuals, we focus on understanding the context of the engagement with us, and the nature of the individual's role in that context.
The context can be one or all of the following:
Professional: related to income or revenue-generating activities
Faith: related to beliefs and religion
Social: related to holistic self, life, family and friends
In each of these contexts, we seek to understand the nature of the role the individual is playing:
Individual contributor: no obligations to be accountable or responsible for others (e.g. not a team leader, not a parent or not a church leader, etc)
Supervisor: is responsible for tasks and activities performed by others (e.g. a team leader, social group leader, etc)
Leader: is responsible for setting direction, inspiring action and developing capabilities (e.g. business or department lead, pastor or church leader, parent, influencers or community leaders, etc)