Equipment

I know that you come to that new job with enthusiasm, with desire and we want to show our full potential. They say that the first impression is the most important. Maintain your focus, how to manage the confusion of so much information, processes, people you met. There are methodologies and tools so that in your first 90 days you can exceed your objectives and expectations.

Organizational changes tend to be confusing and painful. Especially when going from traditional methodologies to new models in such a short time and when at the same time you are still under two structures. You are not working like before and you are not where you want to be. There are ways to catalyze these transits and open new alternatives.

Congratulations on your promotion! Well deserved surely. Now in this new role you may feel that expectations of you change. You just want to give your best and seek to develop a more strategic and tactical Mindset. Seek to improve your skills by managing people and exceeding objectives. A change in position implies leaving behind many operational tasks and opening up to new ones such as people management, negotiations, strategy, among others.

Thinking about what is the right strategy? Trying to align everyone's goals with the team's goal? Do you have a big project that still needs brainstorming and role clarification? You will be trained in practical and easy-to-implement tools. I will help facilitate these types of discussions and develop your skills in the process. It is estimated that the average person spends an average of 3 hours a week in conflicts. Developing a process that facilitates conversations and manages conflict in an effective and efficient way is one of the success factors in high-performance teams. That is why I will accompany you in the management and resolution of conflicts that exist and from there a human and effective process and guideline will be built to resolve conflicts, increasing trust and the maturation process of the teams. Those for which you, as a leader or member of HR, want to be part of the conversation rather than facilitating it. I'll help you gain clarity on what you're trying to do, starting with meeting design and ending with clear, practical next steps.

Leaders fail most often because they didn't build good relationships with their team quickly enough, with Gallup confirming that more than 70% of people typically quit their boss. That's why relationships are the key factor in high-performing teams. A model that operates under agile, flexible, and inclusive structures facilitates creative responses to problems that allow expectations to be clarified and adapted to achieve objectives in an efficient and sustainable way. A leader needs to let your team know your leadership style and how to enhance the work between them. New leader integrations not only help the leader, but the team. You can accelerate the transition of this change and establish a solid foundation of trust. Potential surprises and concerns will be replaced with clarity and enthusiasm about the direction of the team.

Sometimes the goals are clear, but the way you work together is not. Or maybe the way you're working together just isn't working. I can customize a team development session where each team member will better understand their role and how it fits into the team's overall mission. Clarification on how to communicate, make decisions, and get more out of each other are potential topics to address in these sessions.

Clarifying the strategy, designing the organizational structure to support the strategy, and building processes that support both is key to a healthy organization. And then repeat it as you continue to grow. The organization needs to constantly evolve as the business and the people evolve with it. The Deep Dive Cultural Assessment combined with interviews with key leaders and employees, customers and partners are part of a 360 organizational assessment at key growth points in your organization's life cycle. Includes recommendations on structure, roles, people, processes, practices and technology for today, the next 6 months and the year.

Every organization wants to have a good culture. A good culture is not good just because it has an interesting set of values. Even a solid set of behaviors and skills is not enough to say you have a good culture. Good cultures have good systems. Good systems align, connect and integrate those behaviors and skills with people, governance, processes and practices. Clarifying basic people processes, such as hiring, onboarding, performance management, feedback and promotions, clarifying governance to empower the employee in decision making, will prepare the organization, leaders and all employees for success. This not only means incorporating new technologies. While this is a good start, they still need to be tied to some type of strategy and programmed with inputs that will give you the type of results you want.

You are somewhat clear about what your values are, but you are not able to articulate them. Or you have your values, but now you need to figure out what that looks like when employees live those values. I can help you through this facilitated process to define and identify contextual skills and behaviors. This crucial exercise of identifying skills and behaviors will be the foundation for the development of all other people processes in your organization.

You have identified the skills and behaviors you want for your organization. You may have even identified the skills you want your people, managers, and leaders to consistently exemplify. But now what? I will help you design, develop and facilitate a learning experience that will put your managers and leaders on the same page. A personalized learning program that will make leaders and managers aware of the skills expected and then how to develop those skills in each other. The learning experience may include a classroom experience, but also ongoing training, individual coaching, and facilitated peer groups so that learning is reinforced and sustained over the long term.