teams and organizations
reach their potential
through innovative
coaching, team devel-
opment and manage-
ment consulting.
ness, primarily teams responsible for leading
organizations.
and its individual members are performing
against its goals and the behaviors. Using
these tools and the power of an on-line, confi-
dential input process, organizations can save
from 30% to 60% over traditional approaches
on the first assessment process, and over 70%
on subsequent assessments. At the same time,
their employees can save a considerable
amount of time that they would otherwise need
to contribute to make these processes effec-
tive. Thus, scarce resources can be spent on
performance improvement rather than just per-
formance assessment.
teams being really effective have tended to be
lack of clear focus and lack of clear alignment
with team goals and acceptable behaviors. A
couple of examples:
cently consulted, there was a clear emphasis on
sales by the CEO, but a real lack of focus by the
senior team on the necessary business processes
– e.g., financial, operational, technological, le-
gal, etc. – necessary to support pre-sales efforts,
sales closing, and service after the sell. The
company continues to struggle.
Areas of
Concentration
below:
has real difficulty managing its interpersonal
relationships across the group. While the prob-
lem was originally seen as one or two dysfunc-
tional personal relationships, it now seems to be
clear that there are no defined standards of team
behavior which every member is expected to
meet.
signed to operationalize company values. It
translates the existing value set into clear and
precise descriptions of behaviors which exem-
plify the identified values. BehaviorScope™
replaces the more time consuming and expen-
sive process of meetings and focus groups,
allowing companies and teams to arrive at a
consensus of what it means to “live the val-
ues” in a much shorter time frame.
Consulting
Workshops &
issues in the most cost-effective way?
Mergers &
tary on-line assessment instruments to help our
clients cost-effectively establish where a team is
in terms of functionality, what behaviors are
Ethical
sessing performance with respect to company
and teams understand how well they are doing
in exhibiting behaviors that support company
values. It assumes values and related behav-
iors have been defined. ValueScope™ Level I
incorporates assessment from 3-5 co-workers,
while ValueScope™ Level II incorporates a
full 360-degree assessment with correspond-
ingly more in-depth analysis. Can include fol-
low-up action planning workshops and/or per-
formance coaching
ers with a more detailed analysis of the results.
sessment designed to identify the functions
that make up a particular position, the order of
importance of those functions to high-level job
performance, the competencies required to
perform those functions, the current level of
performance against those competencies, and
gaps that exist in meeting that level of per-
formance. The results of the JobScope™proc-
ess can then be used to identify critical train-
ing needs. What differentiates the JobScopeTM
process is that, being done on-line, it can be
administered across a broad range of positions
and/or employees in those positions and on a
confidential basis. It is also extremely cus-
tomizable, and can be used to identify differ-
ences in training needs among various factors
such as length in job, job complexity, differing
sites, scope of territory, prior training, etc. It
is a particularly effective process when an or-
ganization needs to quickly assess training
needs for one position across the entire organi-
zation.
signed to help both individuals and teams
evaluate their alignment against one or more
sets of factors such as strategic goals, opera-
tional objectives, company values and/or non-
quantifiable measures such as those found in
the Balanced Scorecard approach. It can be
tailored to any set of performance criteria and
can include open-ended questions. What dif-
ferentiates Level I from Level II is the length
and complexity of the factor sets being evalu-
ated. Can include follow-up action planning
workshops and/or performance coaching.
receive these com-
mentaries by e-mail,
or if you have a col-
league you think
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in receiving them,
just e-mail your re-
quest to:
ucts can be found on our website at
www.cookcompany.com.
cookcompany.com
tailored to the leadership characteristics, be-
haviors, competencies and performance which
an organization wants to inculcate and develop
in its managers. A typical factor set is strate-
gic goals, where the assessment poses ques-
tions regarding the extent to which he/she
demonstrates progress toward those goals.
Since LeaderScope™ is customized to reflect
the specific corporate culture in which its man-
agers operate and includes behaviors for high
performance in that particular industry, results
yield specific action items that can be woven
into an individual’s performance review and
leadership development plan. Both levels in-
volve 360-degree feedback, but Level II offers
and stories, good and bad. If you have a
perspective or particularly powerful vignette,
please let us know at contact@cookcompany.com.
years on teams and how to improve their ef-
fectiveness. One of the best books in the field
is still Jon Katzenbach’s original book, “The
Wisdom of Teams,” followed closely by his
second book on the subject, “Teams at the
Top.” For those of you who have a strong in-
terest in the subject, I recommend both books.
Voice (303) 733-7893
ment—when it is needed, how to do it, and what to expect from it