The individual pieces comprising the whole of your business activities derive their nature and purpose from the whole – your mission statement. In that context, they cannot be discerned apart from it. To capture the vision of the whole, you must first perceive your mission and roles to accomplish the whole, and then what effectively contributes to actualizing that mission.
Corporate leaders, managers, designers are sometimes fixated into details within the mission, neglecting the purpose of the mission (the whole) itself. This is analogous to inspecting the leaves of a tree and failing to recognize you're in the wrong forest. Vital pieces to review include your moral compass, ethics, mission, vision, purpose, commitment, and then the same for each component (teams, departments, segments or individuals).Evaluations are sequential, looking for patterns that impact the total embodiment of your growth and progress.
Discoveries are directed toward yourself as a leader and manager, and then toward your operations. There is a progressive sequence: accurate perception of each person's needs and of their world view (mission, purpose, constructs) becomes vital to balancing experience. Embedding the concepts of Gestalt has the result that the whole evolves to be more than the sum of its component parts. By heightening awareness and directly confronting fears, you as a leader can by example, evolve a natural, integrated, harmonic balance, bringing value to yourself, your customers, and your staff.
All corporations and businesses operate in an envelope of ambiance: a culture that is unique to them. All members of management in corporate staff, all employees, are immersed within this ambiance as their operative environment. The ambiance tends to be set by the nature of the business itself and the founders of the operation that linger on. Resets in senior management, mergers and acquisitions can change the culture, though that can require a long time in a large corporation with high inertia and momentum. Consequently, for an advisor, mentor, consultant or coach to be effective, the ambiance of culture must be explored, evaluated and understood in terms of both efficiency and compatibility with human dynamics.
Decision point: Is the ambiance of culture conducive to efficient and effective business operations? Is it burdened with excessive overhead and inefficient processes?
Action Item: Implement plans to align cultural ambiance to actualize success.
2. Discover Attributes & Impediments
Following the organizational flow of responsibilities and functions, the trusted advisor extensively engages with each individual active in the management tree. The goal is to bring to the surface recognized attributes, and impediments, that are extant in their interpersonal and organizational approaches.
Action item: Discover characteristics that are not necessarily apparent during this discovery phase that work in efficient or inefficient ways to promote or impede the value of the organization.
3. Form Composite Profile
Action Item: Based on the information gathered, form a composite profile of attributes offset by impediments, with particular emphasis in search for “patterns” that may be systemic to the operation. If specific patterns are not found in the systemic sense, develop profiles of more limited scope derived through discussions.
4. Build Consensus: Common mission, value and focus.
Action Item: Using the patterns and profiles discovered and delineated through discussions, bring to the attention of the individuals, teams, or groups involved, the profiles and patterns evident in the processes of the related operation while protecting the privacy of each individual. A consensus builds value to facilitate ideas and devise methods to seek common-purposes about how the positive and efficient attributes can be used optimally to remove impediments with the goal of increasing synergy. Then, formalize “agreements” with individuals, teams, or groups to define their roles to actualize change or modification to enhance effectiveness and efficiency for themselves and for the corporation.
5. Periodic Advisory Monitoring
Action Item: Accountability.
The results of the process outlined above result in a actionable plan of modification that requires monitoring for accountability. Monitor and advise on the progress of the plan, emphasizing individual and group accountability during the forward motion of implementation on a periodic basis. Individuals, teams, or groups may be mentored during this phase of progression
At each step of the way, explore the psycho-dymanics of interrelationships, build relationships with people as a mentor that often endure for decades.