Leadership Systems using the
“outsourcing leadership to create productivity through
innovation through execution”
What if you could
guarantee that purchasing a system of coaching would:
organization around strategic goals,
execution of important goals, and
itself within 18 months;
…leaving behind a
smoothly running performance leadership infrastructure?
Would you be
interested in learning more?
System (CCS) is designed as an outsourced leadership
system with performance-based costs (you pay only when
you get performance), monitored metrics and defined
results, led by a trained CCS Guide and serviced through
Lack of clarity on the reasons for success.
Great CEOs hold their associates accountable for
knowing what activities cause results. CEOs focus on
what to do, and let associates take care of the
“how.” Then, on a regular basis, associates monitor
the activities that lead to success. For a sales
manager this might mean counting and publicly
posting the number of cold calls and referrals every
week, in addition to the actual sales results. The
difference between champions and good performers
isn’t terribly great sometimes, but champions win
consistently because they understand what causes a
win. Finally, successful CEOs foster (and insist on)
the use of reliable, continuously improving, and
innovative methods for getting work done before they
let their associates take care of the “how.”
Fail by TEC Chair Glenn Waring
combines training, coaching, consulting, mentoring and
facilitation to identify, implement, monitor and
evaluate specific targeted results—iteration over
iteration—improving each outcome with the experience of
the prior iteration.
To get an idea of
how the CoachCertified™ System works, let’s compare it
to golf as an analogy. The graphic below illustrates a
typical golfing situation:
metaphor is a fairly reasonable way to outline the key
issues in the CoachCertified™
Find out what the game is
Find out what skills are involved and decide to improve what you
have or get some help
Identify a specific time to play
Know what a good score is
Adapt the tools you use based on business reality
Give and get feedback
Stop at specific points and review how you're doing
Identify some areas where opportunity exists
Keep an eye on the scoreboard, adding resources or deploying
resources where needed.
While these may
sound like things everyone does, they are actually rare
in terms of a disciplined system of execution.
“Sources in the US
actually reported that execution is the #1 failure of
business strategy—NOT the strategy itself.
Let's face it,
nobody likes or will continue to do things that are a
lot of work, day in and day out. Yet, what makes a
difference most of the time, is the ability to execute
day in and day out in the face of business reality
System is designed to align with the present management
and leadership system and augment execution of that
system through an attention to performance manqagement.
In our experience, regular, structured, monitored and
timed developmental events are an essential contribution
to improving productivity through increased efficiency.
Yet, that's not
You can't manage
what you can't measure.
It's just that simple. Any time you can introduce
specific measurable targets that are aligned with what's
important and focus attention and resources on those
issues consistently, good things usually happen, even
when they are unexpected or unintended outcomes.
management and leadership is in over their heads. With
the current demands on managers and leaders,
productivity suffers as does execution. If you're going
to support the mission of management and leadership with
resources, those resources have to be in the form of a
systemized approach to resolving execution efficiency.
Imagine if we could
get people to spend 10%--just 10% more of
their time on what's important? Manager and leaders are
often so overloaded, they fail to see the forest for the
objective, systemized support in the form of a
to identifying specific ‘important’ results,
targeting those results,
aligning resources with those results, and
following up consistently on measuring the return on resources
used to create those results—to create very specific
increases in productivity.
Productivity may be
the only sustainable competitive advantage in a
The other key is
Innovation has been
shown to be a relatively simple process that can be
duplicated through access to frequent communication
between stakeholders, clients and leadership.
Yet, why isn't
there more innovation?
Is it because
people are too busy to innovate?
In some ways,
busyness has replaced business!
is a business system.
improvements in productivity and innovation through a
system brought into and aligned with your current
management and leadership system increases execution
through attention to what's important. Can we ever pay
too much attention to what really matters?
outline of the
Your request for proposal is a trigger for
us to work together to create a Scope of
Results Card, called a ScoreCard. (Remember
the idea of PAR, only we spell it (PAAR:
power, accountability, authority and
In the formation of the ScoreCard, trained
coaches work with your management and
leadership to identify what really matters;
what it is now, what you want it to be,
what's possible; and in light of all of that
data and information, we propose a series of
Options often come in the way of further
assessment designed to produce missing data
and information that may be blocking
increases in productivity and
innovation—such as hard and soft skill
Once we agree on what really matters and
confirm it really matters, we propose an
intervention, or what we call the
implementation of a CoachCertified™ System.
The CCS we propose will often have several
phases, or iterations, each one being
designed to start from where you are, moving
to where you want to be in a measurable
process, which can be managed.
Phase 1 or the first iteration is usually
heavily weighted on our CoachCertified
Guides™. These guides are trained to manage
a facilitated process, which involves
triangulated coaching linked to management
and leadership initiatives in the business.
Phase 1 will often include some training, or
skills development identified as limiting
productivity in the Scope of Results or
Phase 1 may also include some mentoring,
training or advising from specific experts
who may fill in missing competencies.
In large part, the CCS Guide either
administers the software or works with a
project administration to track all the
events, metrics, goals and progress of the
constituency involved with the CCS.
The CCS Guide assures alignment between the
CCS and business requirements at key points
of contact during the program of 13 weeks.
At 13 weeks, an
evaluation occurs and the system may be adapted, halted
or improved for the next "round" of 13 weeks.
Typically in the
second iteration (13 wks), the CCS Guide begins to
offload the administration to the participants in the
system. In some ways, it can be compared to giving them
the opportunity to start doing some driving on their
Depending on the
complexity noted in the ScoreCard, the proposed
intervention may last several "rounds" until the
business has fully adopted the model and can operate on
its own, with only key milestones being evaluated by the
CCS is designed to
be an outsourced system that assimilates or is diffused
into the management and leadership system over time. How
much time the system phases run is usually dictated by
how complex the system processes are currently, how
complex they need to become and the cultural aspects
that may support or limit the adoption of the system
introduced by the CoachCertified™
The CCS is a
structured path-driven process that is woven
together by training, consulting, coaching and
facilitation as it relates to the business management
and leadership system. While each individual guide or
coach employed by the system may have their own unique
styles, the CCS adheres to strict guidelines that guide
the implementation, design, application and evaluation
of resources, metrics, and results across the system, so
consistency and quality are enhanced in the
administration of the system.
The CCS remains
strategically controlled and tactically flexible
throughout the alignment with the business. The CCS has
strict goals of efficiency, effectiveness, and
sustainability overlaid with strict controls, metrics
and results that are driven through what really matters,
yet offers flexibility in how those goals are
To review the system with a CCS Guide, please complete
contact form and
someone will contact you to discuss a consultation with
you or your business management and leadership team.