Essential, to exceptional performance.
Present in disciplines where performance is key, such as sports and the performing arts, but largely absent in management.
Something that can be learned.
One fundamental premise of our work is that a person’s ability to coach is defined by the extent to which he or she is open to being coached. We interweave work on coaching throughout the consulting engagement.
We underscore the role of communication in creating and effecting change. We submit that talk is not cheap; what we communicate reflects how we think. Through working with language, including what is said, unsaid, heard and written, we reveal the unchallenged assumptions and hidden biases of an organization. These biases and assumptions constitute the “box” inside which the corporation lives. We work with language and communication to break up the “box”. A new freedom to innovate, delegate and manage occurs. Most meetings and communications produce insufficient action. Through our technology, executives access effective action more directly and powerfully.
COACHING FOR….
- Organizational Strategic Design Workshops that introduce new Sustainability models
- Creating ‘championship teams’ and ‘top gun’ performance
- Cultivating the talents of their Inspired Executives – the natural ‘movers & shakers’ -and turning them into the market’s MVPs
- Engaging Tal Ronen as a corporate keynote and inspirational speaker
- Engaging Tal Ronen as program director / leader.
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How our methodology is distinct?
We are interested in fundamental change. Our methodology is unique in several aspects.
We deal with the science of a particular kind of change, which we call transformational change. We submit there are three fundamental kinds of change.
- Evolutionary change flows from the past, occurs slowly, happens naturally and is neither directed nor disruptive. Most changes that occur in organizations are evolutionary and incremental; For example, human resource policies and quality control procedures are revised over time. The disadvantage of this type of change is that it is slow and tends to be shaped by circumstances rather than by leadership.
- Revolutionary change breaks with the past, occurs suddenly, causes a fundamental shift but is disruptive and often damaging in its consequences. Examples of revolutionary change in corporations include hostile takeovers and large scale plant closings.
- Transformational change is informed by the past but not governed by it. It is rapid but neither disruptive nor damaging in its consequences. Underlying structures are not overturned. It is characterized by the creation of entirely new possibilities outside the existing culture, paradigm or way of thinking. Technological breakthroughs are examples of transformational change; for example, the invention of the airplane transformed what was possible in transportation. In the same sense, our work transforms the way business is conducted, so that what already works is empowered while new possibilities are created.
We place a particular emphasis on coaching, which we define simply as speaking in a way that alters people’s actions and enhances their performance. We say that effective
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