When organisations struggle with productivity and need a clear path to progression, they sought the services of business coaches. These coaches do add value to the overall value stream of an organisation so long as they are effective. The problem that I note is that coaches without a focused tailor made strategy aimed at adding value to an organisation will normally fail to deliver the results. I came across a coach who I found was not delivering as expected and was agreeing to all that a CEO he coached. The problem is, that certain traits were not fully utilised.
In order to become an effective business coach, the following are 5 key elements which would lead to driving growth and having a positive impact in an organisation. I have used these in all of my coaching sessions to executives at all levels as well as individuals who want to become more productive and have achieved positive sustainable results.
This Corporate Excellence video is all about driving excellence for directors. This Director training video covers the 9 core elements which lead to growth and mastery. If you are a small, medium or large organisation, you will find these tips highly useful. These are all aimed at wealth building and will help you drive exponential growth.
The 5 Building blocks is a cutting edge value driven solution for companies who progress and develop. It identifies the 5 key elements which drive business growth and success.
These include: Executive Financial Review, Sales and Marketing, Strategy and executive discussions, Interdepartmental setups and finally the vision exercise.
Finance training for directors is important as finance is the lifeblood of all organisations. Directors and Executives need financial know how in order to make a difference in their organisation. It has been common practice for many directors to neglect financial information due to their lack of financial understanding.
This can be detrimental to the growth of an organisation. There have been instances where I have noticed directors struggling to contribute in an attempt to understand key financial measures. The effectiveness of decisions is questionable and core components and signals ignored or misunderstood.
There are many financial workshops for directors which focus on board level contribution of directors. I would like to share a few key insights for directors and executives in order to gain the much needed financial training for Directors.
Financial personnel: The first place is obviously to learn within your organisation. You can easily approach your Chief Financial officer...
I have attended various directors’ workshops and realise that a key element is being missed out. I believe this element to be by far the single most important link which would accelerate corporate growth and enhance clarity.
WHAT IS S.P.O.D?
S.P.O.D stands for specific point of destination. I conduct various Governance training and executive management training seminars and realise that S.PO.D immediately springs out a clear road map for directors and executives. Let us face it, in every instance, there is a specific outcome that is expected. Owners expect a certain return for their investments, while non-profit organisations have a mission to support a certain need in the society or a membership association. Yet boards are focused on contributing to strategy and spend more time on operational activities rather than forward looking and crafting a vision, linking S.PO.D. with short term goals and ensuring that expectations are fully met using the right monitoring...
Recently, I was chairing a financial reporting board meeting for a manufacturing organisation. All board members were well immersed looking for the usual variances in expenses and other comparison figures.
What I realised was that though they did have a hang of what was going on, there were 5 key ingredients which would make a positive contribution to the overall mix. I have seen many organisations miss out on these crucial elements which changes the level of effectiveness in the collective decisions made.
For decades the primary responsibility of the board of directors for many companies was to serve as a conduit between the executive team and the owners/shareholders. In this capacity the board of directors was tasked with communicating the best interests of the shareholders to the executive team, which then allows the executive team to formulate a strategy for executing the company in a way that allows the shareholders to prosper.
While the board of directors was capable of voting in executives, and the executive team had to include the board into major decisions, many executive teams were given carte blanche to run the organization. The issue is that like a democratic government, no one entity should have free reign over the management of the organization, because invariably the interests of the owners will ultimately be overshadowed by the interests of the executive team’s vision.
In these situations the executive team IS NOT...
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