C-Suite Leadership Support
Having a strategic CHRO help provide quality Leadership direction to a company. What quality leadership direction can we help you with?
Executive Team Alignment & Accountability
The Four Key Elements of building High-Performance Teams. 95% of CEOs mention that their biggest challenge in executing is getting their executive team and the organization aligned to produce a high performing work team. The Four Key Elements – Alignment, Ability, Architecture & Agility.
Org Design Effectiveness
Understanding influence, collaboration and how the company operates helps create an organizational structure that supports growth. Many Organizational designs are created without understanding truly how the company collaborates and functions today in an optimal capacity.
Succession Planning / Talent Management
Succession planning is the board’s most important role. It eases disruption, presents a path forward, and increases the value of the firm. We have three levels of Succession Light, Medium, & Advanced which is setup based on the organization’s readiness today.
Speaking Engagements and coaching offsites with executive teams to help companies position towards scaling and success.
Mergers & Acquisitions Integration
Work with an advisor to prepare for a merger or acquisition. Setup the right people strategy to make the process an seamless and successful process for both organizations.
Front-Line Leadership Certification Program
Manager training on leadership to help the overall company to operate at its best. Our CHROs say if they have $1 left o spend on their people where would they get the most return is at the front-line leader roles.
Leadership Agility Process
FutureSolve Leadership Accelerators Program
“Transforming Leadership Talent into Leadership Impact”
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Module #1: Centered Leadership
Drawing upon extensive research from McKinsey staff as well as our collective experience as leaders, this session introduces a concept called Centered Leadership. The research and application of this concept focuses on leading with Purpose, Clarity and Impact and provides a road map to achieve higher levels of leadership effectiveness.
Module #2: Identifying Your Leadership Levers
Module #3: Being a Leaders vs Doing Leadership
Module #4: Leading with Emotional Intelligence
Accelerator 2: Leading by Influence
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Module #5: Mindset and Behavior Change
In this session, participants will dive deep inot the highly relevant topic of Mindset and how it directly influences how we see and interpret the world around us, most specifically, how it affects our role as leaders. Citing 20 years of research on the topic, participants will disucss examples of “seeing” how Mindsets affect all leadership behaviors including, comminication, decision making and focus. They will also complete a Leadership Mindset Assessment to determine their inclinations to being a Growth Mindset Leader or Fixed Mindset Leader, and the implications that has for their own leadership impact.
Module #6: How Culture Influences Everything
Peter Drucker, the imminent scholar and thought leader once said that “Culture eats Strategy for Breakfast.” Said another way, company cultures are very powerful forces that exert significant influence on every facet of organizational life. In this session, using a unique exercise called the Culture Dig, we will begin to excavate the underlying assumptions and beliefs held by participants and demonstrate how those artifacts bear a direct impact on leadership effectiveness.
Module #7: Strategic Influence Skills
A recent survey in Deloitte showed that “influencing and interpersonal skills” are considered more important to career success than software or technology skills, and even more important than industry experience. Further, hiring decision makers globally report that 84% of new hires do not possess the inflencing and interpersonal skills necessary to succeed in business. This session will cover fundamental principles of effective influencing behavior and provide a set of tools that can be used to increase interpersonal influence and impact in a variety of situations.
Module #8: Building a Culture of Collaboration
True Collaboration is much more than simply assembling a group of people to work together. In this session, participants will explore the real behaviors required for building a culture of collaboration; what it takes to develop those behaviors, and what berriers might exist in the culture that would prevent true collaboration from being achieved. We’ll also explore examples of successful collaboration in various parts of the company, complete a collaboration assessment tool, and finally, provide a five-part collaboration framework to identify key behaviours designedto increase influence in different situations.
Accelerator 3: Leading Through Focus & Alignment
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Module #9: Building High Performance Teams
The Value of High Performing Teams is why 90% of savvy investors believe the quality of a leadership team is the single most important factor in funding early-stage companies and evaluating an IPO. It’s also why It’s twice as likely for companies with High Performing leadership teams to achieve above-median financial performance. This session provides a research-based, High Performing Team framework used to evaluate 5 critical team dimensions and can be used as an on-going metric to determine team performance and progress.
Module #10: Leading Change & Transformation
We know a great deal about what makes change initiatives successes or failures, what really works and what does not. In this session, we’ll review recent examples that identify the actions that most contribute to successful organizational change and transformation efforts. We’ll also examine the extent to which those actions are present in the company’s current change efforts, and what individuals and teams can do to increase the odds of success. Finally, participants will learn to use a comprehensive, 4-Phase Change Roadmap complete with tools to lead change in their organizations.
Accelerator 4: Leading The Business
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Module #11: Leading With True Business Urgency
Without exception, leaders today are confronted with ever-increasing demands and priorities. Indeed, this continuous onslaught of urgent actions becomes moving targets, with leaders not always certain which ones need immediate focus and which can be moved to the “important but not urgent” pile. This session will concentrate on ways to prioritize truly urgent actions; to discuss methods that improve focus, and provide a set of tools designed to make faster and more impactful decisions regarding methods to prioritize.
Module #12: Leaders as Coachies
This session will examine the very important role of Leaders as Coaches. Increasingly, the role of leaders is expanding, while emphasizing the development of other leaders as a critical part of their leadership roles. Further, in addition to defining the role of Leaders as Coach, we’ll examine the expereiences participants have had with coaching others, and provide avariety of tools to assist in the coaching process.
Module #13: The 4 Disciplines of Execution
“Of course focusing on strategic goals is important, but we have to keep the business running! How do we do both at the same time?” In this session, we will discuss some of the reasons for failing to execute on critical priorities. Using real examples from participants’ experience as leaders, we will then focus on the Four Disciplines of Execution, drawn from the book of the same name, as a roadmap for successfully executing on priorities.
Module #14: Anticipator Leadership
Perhaps one of the most under-utilized leadership skills sets, but arguably one of increasing urgency is Anticipatory Thinking. This particular capability is one which enables leaders to see what others do not see, to imagine how unexpected events might affect plans and strategies, and create readiness and adaptive mindsets for what might happen. In this session, we will explore this increasingly important skill set, provide an Anticipatory Leadership Assessment, and recommend ways to strengthen the capability.
Module #15: Organizational Agility
Organizations face unprecendented levels of change, and the rate and frequency of those changes will likely continue to rise. The approaches we’ve used in the past to lead and manage change (action research, Kaizen, process improvements efforts, etc.) are valuable tools, but they’re not enough to help organizations keep pace with internal and external changes. To become agile, organizations will need to make fundamental changes in how they think and how they work – their mindsets, systems, practices, and their culture. This session is focused on building niumbleness into systemic elements of the organization.
Module #16: Strengthening Business Acumen
A March 2018 McKinsey report states that less than 10% of kleaders are strategic thinkers.” Today, It’s essenstial that all employees, regardless of their function, develop and strengthen their business accumen, defined as “Linking an insightful assessment of the external business landscae with a keep awareness of how to monetize a product or service, then executing a strategy to deliver the desired results, e.g., increasing market share, greater profitability, top line growth, etc.” In this session, participants will be challenged to demonstrate their strategic thinking capability as well as complete High Performaing Business Leader Assessment.
Leadership Accelerators PDF Download
Client Case Studies
Solving Critical Associate Retention
Sysco had a big problem with attracting and retaining one of their most critical positions: drivers. Delivery drivers serve as ambassadors to Sysco restaurant customers. Customers need to know they’ll get what they want when they want it from a knowledgeable driver. Also, Sysco’s 5,000 drivers had a turnover rate of 35-40%, and it was becoming more difficult to fill driver positions due to increasing demand for drivers nationwide.