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Mastery Level: Bundle - All 3 Sessions!
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Mastery Level: Bundle - All 3 Sessions!

1/10/2019 to 1/31/2019
When: Thursdays, January 10, 24, 31, 2019
12:00 Noon ET (9:00 AM Pacific)
Where: Go To Webinar platform
United States
Contact: Lindy Rome


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Presented by
IMC USA Academy

New Series! 

Mastery Level:
Organizational Effectiveness


Bundle - All 3 Sessions!

 

Thursdays
January 10, 24, 31, 2019

12:00 Noon  ET (9:00 AM PT)

$297 Members   
$477 Non-Members

Mastery Level Series

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        Audience

    ·       Experienced consultants who want to learn new ways of using existing skills sets to provide more value to clients
    ·       All consultants who want to reinforce their trusted-advisor status with clients by showing how existing skills can be applied to diagnose root-cause issues in more effective ways
    ·       Early career consultants who want an overview of the key elements of organizational performance or want to strengthen their previous experience in management in their consulting career

    Sequence
    ·       Each session is independent of the others
    ·       Taken together, the 3 sessions provide insight into effective ways to improve performance 

    Format
    ·       Seminar style - allows interaction with your peers and the instructor
    ·       On-line discussion forum - share their insights and ask questions of the instructor 
    ·       Recording available to all registrants

    Instructor
    Our instructor, Dwight Mihalicz, President of Effective ManagersTM, helps CEOs and Executives helps managers maintain the balancing act that maximizes their organizations’ performance. Using every-day language, he translates complex concepts into meaningful action that clients can apply immediately.
    In 2013 Effective Managers™ partnered with the Telfer School of Management at the University of Ottawa to conduct groundbreaking research on understanding the dynamics of manager effectiveness in the workplace. For more info about our instructor and the results of his research, click here.

    Overview Session: Recipe for High Performing Organizations

    Learning Objectives
    Everyone at some time in their career – will encounter an organizational issue that threatens the success of their efforts – and perhaps inadvertently, their reputation. In other words, your client may blame you for their own inability to implement your recommendations.
    For example, most organization have a strategic plan. But 70% fail to achieve their strategic goals, and only 5% of organization achieve their strategic objectives. This same failure rates apply for major organizational change initiatives. These failures indicate that there is a fundamental, underlying issue at the root of the organization’s inability to implement change.
    So what sets top performing organizations aside from the others? If managers all want to do well, why aren’t all organizations performing at their best? In this webinar participants will be introduced to the nine elements of the Effective Managers™ organization performance model.

     

    §  Participants will be able to use their existing tools and skills to do a better job of understanding and diagnosing why client organizations are not successfully implementing projects, much less strategy.

    Pre-Work


    §  Read the eBook, The Effective CEO: The Balancing Act that Drives Sustainable Performance. (received with your registration)
    §  Bring your most difficult client problems. Think about a change program for a past client, and objectively assess its success. Make some notes about things that went right or wrong that contributed to the project’s success or failure. If the project was middling-successful, what could have been done differently to improve success?

    §  Document this work in your workbook (received with your registration) and share your insights with your colleagues and the instructor in an online discussion group.

    Post-Work


    §  List key insights and understandings that you gained from this session about understanding and/or assessing the effectiveness of a client’s organization.
    §  Document the steps that you can take, as a management consultant, in future projects that will help your client increase the chances of success.
    §  List specific ideas or actions that you can implement with current clients.

    §  Make notes in your workbook, or online to share your insights with your colleagues and the instructor.

    The instructor is committed to responding to the online questions and commenting on observations for your benefit. 

    Deeper Dive #1: Accountability: How to Create a Culture of Accountability
    Learning Objectives
    As consultants, we don’t have much authority within our client’s organization; we only have the authority that our clients give us. This limited power constrains us from directly implementing our recommendations by its very nature – we are external to the organization.
    But what about within the organization? Does your client understand how accountability works in the organization? How can we as consultants help clients understand the nature of accountability? Even more so, how do we help our clients create a culture of accountability?
    Accountability matters. Intuitively we know that when people are held to account performance is better. But what is accountability? How does an organization "become" accountable?
    Effective delegation should ensure a single point of accountability, as low as possible in the organization. Single points of accountability keep organizations effective and efficient. The lowest point of accountability keeps decision-making as close to the front line as possible to keep the organization nimble.
    The greatest challenge to establishing a single point of accountability is the complexity of today’s organizations - almost everyone relies on others for success in their work. And if an individual can’t be successful because a colleague let them down, the result is either conflict in the workplace, or the individual finds it easier to do the work themselves – the employees begin to build silos.
    The Effective Point of Accountability®, developed by Effective Managers™, provides a model for solving both problems. This approach helps organizations ensure that work is delegated to the right person in the right position, and to ensure that managers in different parts of the organization have a common understanding of their work relationships with each other.

    §  Participants will be able to identify organizational issues that result from a lack of accountability.

    §  Participants will be able to help CEOs and executives understand the importance of an accountability model and how it can be implemented. 

    Pre-Work

    §  Read the white paperThe Effective Point of Accountability® (received with your registration)
    §  Share at least one example in a client organization where a CEO or senior executive cited “lack of accountability” as the cause of a major issue. 
    §  Document your work in the workbook (received with your registration) and share your insights with your colleagues and the instructor in an online discussion group.

    Post-Work

    §  List key insights and understandings that you gained from this session about understanding and/or assessing accountability issues in your clients’ organizations
    §  Think about your current clients. How can you use the concept of accountability in your practice to help improve the client implementation of your recommendations?
    §  Make notes in your workbook, or online to share your insights with your colleagues and the instructor. 

     

    The instructor is committed to responding to the online questions and commenting on observations for your benefit.

     

    Deeper Dive #2: Why Managers Don't Manager, and What to do About it.
    Learning Objectives

    The managers in our client organizations are dealing with the urgent, instead of the important.  Our research, in partnership with the Telfer School of Business, has developed a deeper understanding of the effectiveness of managers. It shows that managers in a cross section of various sized organizations report spending only 55% of their time on value-added work. Managing subordinates is a key part of that value-added work.
    Almost half of their time is consumed doing work that is not adding value in the way it should and could. We also found that while 98% of managers agree that they are held to account for their work, only 46% believed that they are delegated clear objectives with statements of quantity, quality and timeliness.
    This creates a vicious circle where managers – throughout the organization – are not clear about their priorities, but their own managers are not spending the time they must spend on managerial leadership activities to set context for work, to clarify priorities, and to resolve conflicts in cross functional work. These are frustrations shared by organizations ranging from small enterprises to multinational corporations all over the world.
    This is a problem for management consultants, as project initiatives risk failure because the managers who must implement change are not doing the managerial work necessary for this change to be successful.


    §  Participants will be able to identify organizational issues driven by ineffective managerial leadership 

    §  Participants will be able to coach CEOs and executives on the importance of effective managers and why their managers may not be managing effectively. 

    Pre-Work

    §  Read the white paperThe 5 Requirements of an Effective Manager (received with your registration)
    §  Read the white paperAre Your Managers Effective? (received with your registration)
    §  Document your thoughts in the workbook (received with your registration) and share your insights with your colleagues and the instructor in an online discussion group.

    Post-Work

    §  List key insights and understandings that you gained from this session about understanding and/or assessing leadership issues in your clients’ managers
    §  Think about your current clients. What can you do to help your clients understand the importance of managers being held accountable for doing their managerial leadership work? 
    §  Document your work in your workbook, or online to share your insights with your colleagues and the instructor. 


    The instructor is committed to responding to the online questions and commenting on observations for your benefit.