At one point or another during our careers, most of us have considered some of these questions:
- Can I ensure that I reach my career goals?
- What is unique about my particular managerial style?
- In which areas do I have untapped management potential?
- How can I differentiate myself from other managers?
- How do others see me in professional settings?
Meaningful change requires first taking a long, hard look at ourselves and then truly accepting what we discover.
Based upon more than 25 years of experience, we offer expertise, with which we have helped thousands of successful managers exceed their own expectations by uncovering and growing their unique potential.
Our main fields of engagements are concentrated on the organizational strategy, the managerial strategy and management of talents.
The Organizational Strategy
The connection between business strategy and organizational strategy is not dialectical, resembling the connection between a product and its package. The consultation provided by our firm in the area of organizational strategy is intended to allow the organization to execute its business plans and accomplish the desired results. We do it by narrowing down the gap between planning and execution through formulation of the organizational subconscious, that actually affects the distinction and the gap between intents and results.
The Managerial Strategy
The managerial function determines the extent of success of the organization. The managerial stand consists of a managerial dilemma, a managerial conflict and managerial liability. The managerial dilemma, conflict and liability are the principal elements that actually influence managerial resolutions, which in term bear an effect upon the success of the organization.
Our consulting in the area of managerial strategy is intended to consolidate individual managerial stands, which would allow controlling the distinction between individual motives and professional motives. Such form of control enables professional motives to precede and supersede personal motives within the framework of the decision making process in the organization.
The Management of Talents
A talent is currently defined as someone with outstanding intellectual ability, together with extraordinary mental faculty. The element of individualism is a dominant factor in these cerebral qualities. Organizations, however, are not noticeably suited to incorporate individualists. It is quite to the contrary, as individualism threatens the organizational fabric. This is the dilemma with which organizations will battle within the next decade. On the one hand, they could not prevail without talents; on the other hand, they find it very difficult to integrate talents within the organization. Our consultation is intended to allow both the organization and the talent to accept and tolerate each other and to create reciprocal relations in such a manner that each could complement the other, while allowing them at the same time to preserve their uniqueness and bring it into expression.