Corporate Office leadership
Regional Manager leadership
I was managing the trainers/business/selecting the right trainers for the right customer personality. Managing the outcome of the session, managing the quality of the work.
During this time in my career, I was managing Ken’s personal speaking career where it took him from $6,000 event to $30,000.
I was running a professional services organization (PSA), managing people selling their time and instructional systems organization (developers of the content, instructional designers, deep custom consulting of Blanchard Training & Development) 9 years of 15 years of custom instruction and large scale change. I took the Blanchard philosophy and intimately implemented with the P3 model which allowed us to guarantee ROI in which 100% of the time we were able to exceed or guaranty.
The secret is nobody follows up anything!
We left follow-up not optional, made it mandatory, and baked it into the process.
There was never a risk for us but we had to build in accountability to the client so there was a cost of switching.
Many leaders like to do “programs of the year” installing any hot business buzzword going on and becomes flavor of the year. When that approach is used, everyone knows “this too shall pass.” All you have to do in a culture where there is no accountability is to do just enough not to get noticed. Put a man hole cover over your head and perform at a level that is just enough.
In a culture where P3 is installed cultures flip that behavior on their ear.
P3 creates a culture where high performers love it because there are clear goals, clear rewards, and clear accountability.
High performers love getting the goodies but hate having the winners circle contaminated with those who don’t get it and didn’t earn it. This is where many organizations miss the mark in that they are trying to give everybody the same thing even though their performance is very different.
I don’t know if we coined the phrase or not but we sure lived it; “There is nothing more unequal than the equal treatment of unequals.”
The whole premise of Situational Leadership is different stroke for different folks.
The whole premise of P3 is to make people highly productive so that they can have high performance in their team and in their workplace.
This leads to high levels of organization and team productivity, and the result is happy people But, to go around and make people happy is the behavioral sciences trap. The BS in the behavioral sciences.
At GES our job when we work with you from day one and every day thereafter is to take the BS out of the behavioral sciences, bake in common sense and follow up everything we do.
Most importantly we don’t like to leave success optional.
We are too wise to do that so we also require that we work with at least one enlightened leader at the C-Suite level that is committed to transformational change, removing obstacles to policies and procedures that have outlived their useful purpose.
We know after working with companies all over the world when organizations install P3 with those conditions it is a triple bottom line win.
When P3 is embraced by one enlightened leader who is committed to transformational change, reward excellence, and separating out average performers, performance goes through the roof!
When that happens, the organization becomes the employer of choice, the provider of choice, and the investment of choice which is the triple bottom line win.
At GES we invest our time only in those in search of excellence. If that is you then we should talk. If not, we would be happy to give you the numbers of our esteemed competitors who would be happy to take your money but don’t give a darn about producing results.