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Character and Skills
Values
Tangible and intangible things that are important to a person.
Principles
A person’s perception of the fundamental truths that determine
how the world works.
Thinking
The intellectual processes and choices that determine our behaviour in a situation.
Character
The interaction
of a person’s values, principles and thinking.
Behaviour
What a person says or does.
Skills
Equip us so that
our behaviour reflects constructive character. Examples include: communication
skills, conflict resolution skills, negotiation skills and strategic planning
skills.
Constructive
AC and its partners have measured the values, principles, character,
thinking, and behaviour of over 35,000 individuals in Australia and New Zealand.
80 of the 240 items in the survey are classified as constructive. Examples include:
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Defensive
AC and its partners have measured the values, principles, character thinking,
and behaviour of over 35,000 individuals in Australia and New Zealand. 160 of
the 240 items in the survey are classified as defensive. Examples include:
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Measurement Tools
Organisational
Culture Inventory (OCI)
A survey to measure your actual and preferred
culture. As with all Human Synergistics (www.human-synergistics.com.au)
tools, people’s responses are confidential and anonymous, the results are
scientifically validated and displayed graphically in an easy to understand fashion.
You can benchmark your results against a database of 1,082 organisations world
wide.
Organisational Effectiveness Inventory (OEI)
A survey to measure the drivers of your culture. As with all Human Synergistics
(www.human-synergistics.com.au)
tools, people’s responses are confidential and anonymous, the results are
scientifically validated and displayed graphically in an easy to understand fashion.
You can benchmark your results against a database of 1,082 organisations world
wide.
Life Styles Inventory (LSI 1&2)
A tool to measure the values, principles, thinking, character, skills, behaviour
and effectiveness of individuals in your organisation. Individuals can receive
feedback based on how they perceive themselves (LSI 1) and how they are perceived
by others (LSI 2). As with all Human Synergistics (www.human-synergistics.com.au)
tools, people’s responses are confidential and anonymous, the results are
scientifically validated and displayed graphically in an easy to understand fashion.
You can benchmark your results against a database of 35,000 Australian and New
Zealand professionals and managers.
Management Effectiveness Profile System
(MEPS)
A tool to measure the management and leadership skills of
individuals in your organisation. Individuals receive feedback based on how they
perceive their skills and how others perceive their skills. As with all Human
Synergistics (www.human-synergistics.com.au)
tools, people’s responses are confidential and anonymous, the results are
scientifically validated and displayed graphically in an easy to understand fashion.
You can benchmark your results against a database of 5,000 other managers.
Group Styles inventory (GSI)
A tool to measure the problem solving capabilities of your teams. As with all
Human Synergistics (www.human-synergistics.com.au)
tools, people’s responses are confidential and anonymous, the results are
scientifically validated and displayed graphically in an easy to understand fashion.
You can benchmark your results against a ‘profile of effective groups.’
These ‘effective groups’, were shown to produce high quality results
which their members were committed to.
Workshops and Coaching
AC’s
3 Stage Template is a development process. Each stage has components
of learning material to develop skills and character. From this template we can
select specific content to custom design a staged development plan for culture,
leadership, team and individual development. This provides a clear and logical
development plan so that the organisation, leadership and individuals see and
understand their stages of growth. In between these stages coaching is conducted.
AC Engagement and Planning Workshops
occur directly after the measurement phase. They are typically off-site
multi-day workshops facilitated by AC. Your people will be engaged in an interactive
process that helps them understand the results of the measurement phase. We build
a trusting environment that enables people to speak from their heart as well as
their head. They learn about their values, principles, thinking
and their behaviour and begin to shift from defensiveness
toward constructiveness which improves their effectiveness at
work as well as home. The links between constructiveness and better health, better
relationships, an increased sense of self-worth and inner peace generate significant
commitment to change. Your people will at least begin the process of SMART Action
Planning on the workshop. Depending on our agreement about workshop outcomes they
may complete their individual and/or organisational SMART action plans
and develop skills to be more constructive from the Blue
Tool Box©
AC Smart Action Plan Reviews
AC can deliver this service on a 1-2-1 basis, in a workshop format with
the key stakeholders or we can review your plans independently and provide feedback
and recommendations
Initially a review will answer the following questions. How SMART are the plans? Are they SMART enough to achieve your objectives? How can they be made SMARTer if that’s necessary?
Subsequently, reviews can be arranged to occur at regular intervals, to coincide with significant milestones, as required by the sponsor of the initiative or as required by key stakeholders in the process. These subsequent and ongoing reviews answer the following questions: Is the quality of interim deliverables and actions sufficient to meet the agreed targets? Are we progressing on schedule? What can be done to improve quality and speed?
AC Development Workshops occur after the team/individuals have had a chance to apply the learnings from AC Engagement and Planning workshops in the workplace with coaching support. They are typically off-site multi-day conferences facilitated by AC.
The workshops include learning material that is
Specific to what the participants are trying to achieve in their SMART action plans
Builds on the material delivered in previous stages
Targets specific issues experienced by participants as they have tried to develop their constructive character and skill in the workplaceThe Development Workshops represent a clear and logical bridge between stages in AC’s 3 Stage approach.
AC 1-2-1 Coaching
An AC Coach will work with your staff on a one-to-one basis to provide:
Individually tailored psychological insight into the person’s character (values, principles and thinking) and how it impacts on their behaviour, effectiveness and quality of life
Suggestions to develop more constructive character
Facilitated resolution of specific issues
Rigor, discipline and support to implement SMART action plans
Coaching
can be organised to occur at regular intervals, to coincide with significant milestones
in SMART Action Plans, at the request of the sponsor of the change initiative
or at the request of the person receiving coaching.
Coaching can be
done face-to-face or over the phone with the support of email. This makes remote
coaching cost effective without undermining its effectiveness.
As coaching
is on the job, the theory can be applied to real issues and challenges as they
occur. The 1-2-1 aspect of coaching can be instrumental in realising individual
behavioural change and making it stick. It is this individual change that is critical,
as organisations and teams cannot change without it.
AC Team Coaching and AC Leadership
Team Coaching are similar in many respects to AC Development Workshops.
The primary difference is that Team Coaching involves an AC coach gaining direct
visibility of the team at work and proactively identifying team “blind spots”.
Examples of how the AC coach gains this visibility include: attending team meetings
and workshops as an observer, observing team practices, reviewing team outputs
and milestones and liaising with the team’s customers. The AC coach will
arrange an appropriate forum to feedback these “blind spots,” usually
a workshop.
Project Linkers Coaching is
used to ensure projects that were decided at an AC programme are completed. On
a programme, action plans are made, people are assigned to develop the actions,
and they leave with good intentions. When they return to the work place the project
can be overwhelming, on top of all the other work that is needed. AC coach the
Project Linkers, and assist them in the achievement of the goal.
General
CultureThe shared values, thinking and behavioural expectations that govern the way people approach their work and interact with others to “fit in” and “get on” in an organisation.
Safety
AC’s first objective when we work with people is that they are physically and psychologically safe. This is the only thing that takes precedence over meeting your objectives and is fundamental to our value system. Whenever people complete feedback surveys their anonymity is guaranteed. Whenever people receive individual feedback their right to keep it private is always clearly explained and we respect those who decide not to self-disclose. Organisationally we have the capability and the qualifications to undertake the work that we do. From a physical perspective, we know of no other organisation more stringent in their safety procedures. All facilitators are qualified in first aid and carry first aid supplies on outdoor programmes. Please feel free to discuss any aspect of our occupational health and safety policies.
AC SMART Action Plans are action plans that lay the foundations for change. It is an adaptation and refinement of the SMART metaphor common in goal setting. Plans must be SPECIFIC and MEASURABLE, have outcomes that are ATTRACTIVE, be RELEVANT to the business and be bound by TIMEFRAMES.
Blue Tool Box© is a comprehensive collection of AC checklists, models, frameworks, processes, templates, tools and “How To’s” that help your staff become more constructive and deliver agreed improvements to your organisations KPI’s.
Linker™
Linker is the more constructive name given to what used to be called coordinator or project manager/leader. Linker implies that the person who is the Linker, links the ideas and skills of the team to achieve the goals. Linkers do not have to know all the answers nor be the expert. The model empowers people to take on the role of project development, and develop their skills and character. L.I.N.K.E.R. is also an acronym used in AC teaching.
Blind spots are areas of strength or areas of potential improvement that are not recognised or understood by the group or individual displaying them. They represent a significant opportunity for improvement.
Team Foundations are the basic things teams need to have in place to achieve high performance. Examples include a clearly communicated vision and purpose, agreed and communicated behaviours that the team values and those it does not, a clear understanding of the team’s customers, their requirements and what performance metrics we have committed to meeting for our clients, a clear understanding of the team’s suppliers, what we need from them and the performance metrics they have committed to meeting for us.