In a way you could simply say that Keith helps organisational leaders clarify and address their problems, and that would be true in the sense that his focus is on helping you achieve your outcomes rather than delivering a set of pre-conceived inputs. But he offers a set of interventions that can be seen as stages in the transformation of an organisation or as ways of meeting a specific organisational need. Either way, you can be sure that Keith will commit himself to your success, as you define it.
Keith bases his work on a well-tried and tested model of sustainable business/organisation. The discipline of systems thinking that underpins his practice is best captured in an important new book by colleague Professor John Beckford: The Intelligent Organisation: Realising the Value of Information. You can read more about the book and the intelligent organisation here
Many people love tools and Keith has a number he uses, including psychometrics where applicable. But though tools can be very useful, they won’t solve your problems, however much we might hope or imagine they will. In the end only you can do that. Keith operates primarily by setting up and managing a ‘disciplined conversation’ in which his role is to advise, facilitate the process, ask the tough and relevant questions and help you make the journey to a better destination. He will help you to utilise the knowledge and skills you have in the organisation and where you need specialist professional advice can help you access it.
1:1 support for leaders
You could call it coaching but the focus is on helping clients to think through problems or opportunities in their organisations and to determine what they want/need/are prepared to do to address them and to consider what that will mean for them.
Everyone wants an effective team, especially an effective leadership team – but getting one is not easy. Develop the team or turn around a dysfunctional team through the shared understanding and acceptance of the organisational challenge or ambition.
Develop the key ingredients of a strategy that will gain traction and command support, based on a view of the whole organisational system, both ‘internal’ and ‘external’ factors, covering organisational identity (purpose and values), vision (the desired future state) and the key initiatives that will take you there. Comprehensive, but no more complicated than it needs to be.
Processes to help you share your thinking with your people and help them respond to it, improve it and work through what the changes will mean for and ask of them. Engaged people give you a lot more. In fact, you are unlikely to get the change you want without real shared ownership.
Turn strategy into plans and action with particular help in achieving the vital shift in the areas of organisational mind-set, behaviour and culture – usually more important than structure, systems and processes. But help is available in the latter too, through partners with expertise in those areas.
Learning and skills programmes for more effective leadership. All programmes are uniquely tailored for particular clients and situations but typically bring together action and learning and are built around real business/organisational challenges. But they also place a lot of emphasis on personal development as well as organisational skills. These programmes can be effective as a standalone and even more effective as part of larger change process.