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Leadership Foresight 20/20

April 26, 2011 By

Leadership Foresight 20/20They say that hindsight provides you with 20/20 vision… That’s pretty good right?  Well we started thinking at Pathos what would happen if as a leader, you had the same 20/20 vision but rather than oriented in hindsight mode, the orientation was shifted to the front!

 

What would you be able to see if you could look to the future with just as much clarity as you could see into the past?  Would you be able to more clearly when it came to your product or service offering?  Imagine what you’d be able to do regarding your people?  Lastly, what improvements could you inject into your daily routine to save you some time… Time that you could be using to perhaps leave work for the day and spend an evening out with yourself?

 

Now these three questions are far from exhaustive when it comes to your leadership vision… But they do give you perspective on what you have to gain by sharpening your focus for the future!  Perhaps the best way in which we know in which you can develop your foresight vision is through an assessment.  As a result of this determination, we’re going to provide you with the opportunity to receive two comprehensive behavioral assessments with our complements (FREE!)*

 

Here’s what you’ll get:

  • Virtual access to complete two (2) behavioral assessments
  • A comprehensive Participant Assessment Report detailing 24 behavioral traits, ranked on your answers to the assessment on a scale from 1 to 10 (Approximately 50 pages of detail including developmental approaches)
  • Two (2) other report formats (Executive and Manager)
  • A virtual Assessment Debrief Session with a PATHOS Senior Guru
  • A PATHOS Action Plan for you to create a Performance Developmental Plan

 

Here’s what you’ll have to give us:

  • Your information (Name, Email, and Phone Number)
  • 30 minutes to complete the virtual behavioral assessment
  • 30 minutes for us to conduct a virtual Assessment Debrief Session

 

This is a $1,600 value, that we’re so confident will allow you to see with 20/20 clarity into your future, we’re going to provide it to you AGAIN with our complements (FREE!)*

 

Sign-up in the enrollment form below to get started:

 


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Need more proof or reasons?  We’ll give you 8.5 million of them!  The behavioral assessment we’ll provide you with is scientifically based, 35 years young, and has been utlilized by Major League Baseball where the average annual contract pays their players $8.5 million!  If you were going to pay one of your “players” $8.5 million, wouldn’t you want to use the same behavioral assessment?  Sign-up at the enrollment form above today!

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Announcing PATHOS Top Gun Leadership Development!

April 25, 2011 By

Pathos Top Gun Leadership DevelopmentIdentifying, Selecting, Assessing, Developing, and Coaching an organization’s future leaders is mission critical in today’s competitive talent warfare.  Organizations that address the High Potential (HIPO) talent management challenge with our Top Gun Leadership Development Program will retain key talent, engage their workplace, and approach an on-time/on-target arrival at current goals/objectives.

 

Modeled after the United States Navy Fighter Weapons School, more popularly known as Top Gun, this results-focused, metrics-oriented program is customized for your organization so that it aligns with its mission, vision, and values.  By allowing the “best of the best” to participate in the program, this highly competitive selection process and development program, Top Gun will be the desired development plan resulting in employee recognition, as well as an organization’s overall promote from within succession strategy.

For more information on PATHOS Top Gun Leadership Development… CLICK HERE!

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Why Executive Coaching Fails? Parable 1 of 12: Baby… I’m a Star!

March 21, 2011 By

Pathos Leadership Group's Executive Coaching Makes Leaders Stars

Why Executive Coaching Fails?  Parable 1/12

The following parable, or myth, is one in a series of twelve, which we’ve identified at Pathos Leadership Group that accounts for executive coaching to fail!  Our results-focused executive coaching is contrary to these parables, leaving executives and their organizations in a position to succeed when it comes to organization development, operational improvement, and financial success!  For more information on our Executive Coaching or Organization Development initiatives contact us at info@pathosleadershipgroup.com or call 877.455.3133.

Executive Coaching Parable 1 – Baby… I’m a Star!

 

John was your typical “top gun” MBA school graduate who recently joined the organization.  His MBA from a “top 10” ivy league school entitled him to a great starting salary, people under his command, and relatively no experience to handle the day-to-day tasks at hand.  However, the one aspect which he did possess which was rarely challenged was that of confidence (or arrogance!)  Whether or not John knew what to do in a given situation was up for debate.  He seemed to operate best under the leadership mantra of “often wrong… never in doubt!”

We were originally alerted to John and his “top gun” attitude by the leadership within his organization.  A newcomer, and a hot-shot at that, he rose the ranks within the organization with relative ease and in short order due to his passion to succeed.  However, once he achieved a high enough position within the org chart, he came face to face with the leaders in the organization who were neither impressed nor bullied by his leadership style.  The leaders found his skills/abilities repulsive and contrary to the mission, vision, and values that they had worked hard to establish and successfully held the organization and its members to since its inception.

 

When we first met with John and expressed to him leadership’s desire to begin an executive coaching relationship, he told us “Baby… I’m a star!” In other words, move on to those underlings who could better utilize and need coaching… Coaching was not for such superstars.  Unfortunately for John, we listen to organizational leadership and he was “stuck” with us as his coach!

 

John’s belief that he operated in a space above what is needed for an executive coach engagement and to lend a helping hand within his organization is common place amongst leaders who have something to hide… the proverbial chink in the armor or Achilles heal for the organization!  After our executive coaching engagement, John realized that his value to the organization was in his “new” perspective, not in his arrogant leadership style.  Taking a step back and inventorying what he was truly like through assessments (behavioral assessment and 360 degree assessment) allowed him to see himself like never before.

 

The Moral of the Story: You may be a star… but you operate like a shooting star in that you’ll burn out quickly!  Careers aren’t made overnight, but they sure are lost in short time-spans.  Executive coaching is for stars who want to take over the entire solar system!

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Healthcare Organization Development: The Gryphon Project

October 7, 2010 By

Pathos Healthcare Organization Development The Gryphon Project

Pathos Leadership Group’s work within the healthcare industry is appropriately titled “The Gryphon Project.”  These initiatives are focused on healthcare industry leaders individually, as well as their teams.  All of the Gryphon initiatives are customized, with our 100+ years of healthcare experience in executive coaching and organization development allowing us to deal with a wide variety of situations.  Our specialty is in leveraging assessments (behavioral assessments and 360 degree) to help organizations achieve results that are aligned with their mission, vision, values, goals and objectives.

The Behavioral Assessments and 360 Degree Assessments used within the Gryphon Project include (a partial list of those assessments follows.  Note that each individual client is consulted regarding the appropriate assessment to be utilized):

  • Winslow
  • Emotional Intelligence (Bar On & Hay Group)
  • Myers Briggs
  • DiSC
  • Influence Strategies (Hay Group)
  • The Influential Leader (Pathos)
  • LPI (360 degree)
  • Bar On (360)
  • LMAP (360)

The Organization Development programs under way within the Gryphon Project include:

  • Leadership Development Programs
  • Associate Development Programs
  • Executive Coaching
  • Associate Group Coaching

For more information on The Gryphon Project, contact Pathos Leadership Group at info@pathosleadershipgroup.com or 877.455.3133.

The gryphon (Greek: γρύφων, grýphōn, or γρύπων) is a legendary creature with the body of a lion and the head and wings of an eagle. As the lion was traditionally considered the king of the beasts and the eagle was the king of the birds, the griffin was thought to be an especially powerful and majestic creature. Griffins are normally known for guarding treasure and well-valued priceless possession.

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Learning Assessment – STOP training… START LEARNING!

June 29, 2010 By

STOP training… START LEARNING!

Pathos Learning Assessment - Stop training... START LEARNING!

Before you spend or budget $1 more for training in your organization, wouldn’t you like to identify exactly what results learning and development are providing you and your organization right now?  Furthermore, would you like to create a dynamic learning plan which aligns with your organization vision/mission/values?  If so, the Pathos Learning AssessmentTM is your solution!

Formulated after a classic accounting audit process, we get to the bottom-line results regarding key learning performance indicators (Return on Investment) and deliver benchmark comparison versus best in class learning organizations, in order to produce a customized organization learning action plan.

Here is an example of the FIELDWORK we recently conducted for a client’s Learning Assessment:

  • Learning Operational Assessment
    • Operations
    • Departmental Functions
    • SWOT Analysis
    • Financial / Budget Review
    • Administrative / Business Procedures
    • Critical Functions
    • Information Technology
    • Interview Key Personnel (1:1 / Focus Group)
    • Observe Departmental Procedures
    • Review Learning Progress with Department Heads / Personnel
    • Risk Assessment of Learning Controls and Procedures
  • Fieldwork Review

While no two Learning AssessmentTM engagements are typical, most organizations can anticipate the entire process to take 10-16 weeks.

For more information on partnering with Pathos on a Learning AssessmentTM, contact us at info@pathosleadershipgroup.com or call 877.455.3133.

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Cold Culture? Heat It Up in a Hurry!

April 19, 2010 By

Why do so many organizations’ “suck” and why do they just not get “it” right?

Here’s a letter we received recently from a leader looking to us to take his organization up a degree or two (Make that at least five degrees!)  When reading it, see if anything sounds familiar?

Dear Pathos,

I am writing to you after recently spending the last three days at a team building event my company held for its leadership development candidates (LDC).  After three days of alternating excruciating heat (think James Arthur Ray’s sweat lodge) and freezing cold (think Donner Party), I am left wondering exactly why I was so excited to be selected as an LDC?

I guess at the heart of what truly bothers me is that as I looked around the room at the other LDC’s, I realized that each of us were really left to our own demise regarding how we performed our roles within the organization.  Absent was any resemblance of consistency regarding our organization vision, picture of where we were going and values which would take us there.  Worse yet, the leadership in our organization put on what could only be described as a “cold, distant, and disconnected” panel session in which we were encouraged to listen to their stories about how great the company was back in the 90’s!

I’ve come to the realization that “What got me here isn’t going to keep me there!”  I feel disillusioned after my three days in close quarters with the organization’s leadership, a lot like Dorothy  realizing that the Great Oz was actually just a man behind a curtain with some special effects!  While I am grateful for the many things which the organization provides for me and my family, I worry about the cold culture causing lasting damage to me.

Cold Culture Survivalist

The letter from Cold Culture Survivalist prompted us to recall Dave Logan’s “Tribal Leadership” book in which he reveals that there are only 5 stages of organization culture, and that once you figure out where you are amongst those stages via what you have, you can determine how you can move  up.  Why would you want to move up in these culture stages?  Well, according to Logan, the organization that do are more effective, more profitable, and basically everybody wins.

Here is a summary of the five stages identified in the book:

Bottom – Stage 1: (2% of all organizations) The bottom of the barrel, well to put it bluntly performs the least well.  Here they say “life sucks!”  They may not come out and say it out loud, but this screams from the participants actions.  This happens rarely in the corporate world, but there are exceptions…

Stage 2: (25% of all organizations) “My life sucks” is their theme.  No hostility, instead there is apathy.  Performance drops, no innovation, new ideas are squashed, vision/values are laughed at (Mumbo jumbo), and so on is the way of life in this stage.

Stage 3: (48% of all organizations) Here they say “I am great, and you’re not!”  There can be only one… very competitive here.  In the end, you’ve got to look better.  When it comes to clients, they notice that you’re not on the same page.  If they only had a mirror to see themselves here in Stage 3!

From this point forward, organizations who operate in Stage 4 and 5 will reflect 300-500% improvement…

Stage 4: (23% of all organizations) “We’re Great, and They’re Not!” is the mantra here.  There is always a competitor, as you move to the top of the organization; the “they” gets more vague.

Stage 5: (2%) Atop the Winslow Hierarchy of Needs is the idea that “Life is Great”… Our competitor becomes an idea, or a thought.

So what can our friend Cold Culture Survivalist do?  Sometimes the realization of where you are truly at spending your time can be a valuable exercise.  Here are several questions to ask yourself if you can sympathize with them:

  • What stage do you believe your organization is at?
  • What stage do you believe you are at within the organization?
  • What are the “Top Three” actions within your control that you could take to improve the stage position?
  • What’s at stake if you don’t achieve those three actions?
  • What do you want to do?

▫   What’s your gut telling you is right?

▫   What’s your heart telling you is right?

Keep in mind, most leaders put themselves 2-3 stages higher than they really are (Positive Bias).    Individuals aren’t very good at assessing themselves.  The group is much better at assessing themselves, so perhaps you should also include feedback from those around you.

If you don’t get in touch with what’s really important to you, you will get yourself caught in one of those computer-programming-like loops we refer to as a “Downward-Death-Spiral.”  This spiral sees nowhere but down-and-out as options.  So how do you rewrite this?  Confront Reality… or as one of our clients says “Decide… Commit… Succeed!”

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Organization Development Lion and Lamb Challenges?

March 18, 2010 By

The Lion and the Lamb exist in your organization… You want more Lions, and less Lambs!  Whether it’s selecting the best candidate, or getting the most out of your associates we’ll partner with you and your organization to provide you with what we believe is the best solution possible… The Winslow Dynamics Profile.  Read below for more information, or CLICK HERE to contact us to schedule a complimentary Winslow Web-Demo ($390 Retail Value).

Organization Development

Enhance the performance of all your employees! Guaranteed to increase performance, sales and profits, for a fee less than one-day wages per participant!

Improving personnel performance is an ongoing challenge to managers nationwide. Winslow Research Institute developed an innovative Employee Development Program to meet that challenge. The program complements management skill by preparing reports on the behavior and attitudes of employees, based on the results of assessment instruments. The Winslow Reports provide immediate and accurate insight into the characteristics that influence the success of your organization.

Research proves when employees fail in their positions, in more than 90% of the cases the failures are directly attributed to some aspect of human behavior. Individuals do not usually fail because they lack education, experience, training, or skills. They fail because their personality and behavior is not compatible to the behavioral requirements of their particular positions.

The Winslow Dynamics Profile Reports will provide valuable insight into why some employees are functioning successfully and why others are performing unsatisfactorily. The Reports enable employees to capitalize on their personality assets and control behaviors that are limiting or preventing success in their positions. This proven program is a valuable aid in achieving and maintaining optimum personnel performance.

Applicant Selection

Hire the best applicants for every Position! Internet assessments provide immediate results and guaranteed to reduce your personnel turnover – Avoiding just one hiring mistake covers the cost!

Selection of applicants is one of, if not the most, important aspects of building and maintaining a successful organization. Research proves when a person fails in their career in more than 90% of the time that failure is directly attributed to some aspect of human behavior. Individuals do not usually fail because of lack of education, experience, training, or skills. They fail because their personality is not compatible to the behavioral requirements of their career. An organization can invest significant amount of time and money creating products or services and a successful business. However, if the wrong applicants are hired it will fail or at best, never achieve its potential. The Winslow Dynamics Profile Report will significantly increase the probability that applicants you hire will be successful and achieve their maximum potential in your organization.

Questions the Winslow Reports Answer!

The Winslow Reports prepared on the behavior and attitudes of applicants will predict their probability of success in their position. The Winslow Profile measures the 24 personality traits related to success and the Winslow Reports present the assessment results in an easy to understand format. The scores the applicant receives on the Winslow Traits will provide answers to the following primary questions that you want answered:
Is this applicant a success orientated individual?

  • Ambition: This trait score tells you if this person is a competitive, goal oriented person who has a strong desire to successful.
  • Self-confidence: Tells you if the applicant has supreme confidence in him or herself and truly believes they have what it takes to be successful.
  • Conscientiousness: Tells you if this person places the welfare of management and the organization before their own personal self-interest.

Will this person be a dedicated and cooperative employee?

  • Coachability: Will tell you if this person respects authority figures (their managers) and willingly accepts their leadership and direction.
  • Recognition: Indicates if this person has an internal motivation to be seen as a desirable person and will act appropriately to receive recognition.
  • Trust: Trusting individuals are not suspicious and defensive. They openly communicate and believe others are deserving of their trusting nature.
  • Flexibility: Tells you if this applicant will readily adapt to the company’s methods of operation and decisions or be resistant and insist on their own.
  • Contentment: Lets you know if this is a happy person with a positive disposition, rather than someone who is disenchanted with their life.
  • Responsibility: Will this individual accept responsibility for the consequences of his or her words and actions or blame others instead.

What is this individual’s interpersonal orientation?

  • Leadership: Tells you if this individual believes they are a leader and if they enjoy managing, motivating and being responsible for others.
  • Sociability: Discloses whether the applicant is a people-oriented extrovert or an introvert who focuses on “things” and avoids contact with others.
  • Exhibition: Reveals if this person enjoys being the center of attention, someone who is entertaining, demonstrative and a pleasure to be with.
  • Nurturance: Nurturing individuals are keenly aware of and sensitive to the emotional needs of others and readily respond with sympathy and support.

Does this applicant meet the intellectual requirements for an employee?

  • Alertness: Measures the applicant’s inherent ability to learn quickly, understand complex situations and successfully solve problems.
  • Structure: Indicates how organized their thinking, planning and actions will be. They will be highly mentally structured and disciplined.
  • Order: Tells you if they will keep their physical surroundings, neat and orderly. They will have a place for everything and everything in its place.
  • Control: Will determine if they are impulsive and talk or act without thinking, or someone who will control their impulsive behavior.

Does this applicant have the required emotional maturity and discipline?

  • Composure: Predicts their ability to remain calm and to function normally when problems occur and emotional stress is encountered.
  • Tough-mindedness: Enables a person to cope with challenges, function in uncomfortable environments and recover quickly from disappointments.
  • Autonomy: Will disclose if this is a team oriented or team dependent individual, will they contribute and be cooperative or avoid contact with others.

Does this applicant have an inherent sales personality?

  • Sociability: Will determine if they enjoy interacting with others and will be perceived as a warm and friendly person others enjoy being with.
  • Endurance: Tells you if they have the inherent physical energy and persistence required to prospect, make presentations and close sales.
  • Assertiveness: Enables individuals to persuade others to do what they want and to accept their recommendations; they make things happen.
  • Tough-mindedness: Equips those who must sell to accept the rejection, disappointments and setbacks that are inevitable in sales situations.

To Schedule a Complimentary Web-Demo, contact us at 877.455.3133 or info@pathosleadershipgroup.com today!

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Executive Coaching on Performance Appraisals: 5 Actions For Leaders

January 20, 2010 By

Have you already filed your associate’s performance appraisals away?  If you want “performance” you’d better get them back out!

As an executive, you are doing due diligence in your organization development plans when you provide consistent feedback to your employees. Furthermore, the “coaching moments” arise when your associates fall outside of acceptable performance norms.  Odds are that if you’ve done the performance review process correctly, your associates typically reside more frequently “outside” of the norms than “inside” them.  If that’s the case, then are performance appraisals a worthwhile venture when it comes to assisting you and your company in accomplishing your coaching organization development goals?

According to perhaps the greatest quality expert of all time, W. Edwards Deming believed that performance appraisal systems and formats were flawed and inaccurate!  These flaws and inaccuracies were due primarily to false assumptions and too much subjectivity on the part of the reviewer.  Deming used to say that these performance appraisals were just one of the seven deadly sins of management!

What were Deming’s reasons for viewing performance appraisals as flawed?  Among them were:

  • Appraisals stimulate short-term performance and deflect attention from long-term planning.
  • Reviews often leave those receiving the review bitter, desolate, feeling inferior and unfit for work, often times afraid to offer a differing opinion than the group for fear of being labeled a dissenter.
  • Appraisals undercut teamwork because they inherently grow rivalry, politics and fear.  The individual is being reviewed, not the team, and therefore attempts to put their “best foot forward” aren’t attempted.
  • Reviews focus on the end result, or product, and not the individual’s leadership abilities along the way.
  • The measures used to evaluate performance are often not meaningful, because both leader and subordinate are often times forced to “check a box” to satisfy the review process.
  • Reviews discourage quality… Quantity is stressed over quality!

So just what should the leader do based on Deming’s distaste for performance appraisals?  The following five action steps should be implemented for better results:

  1. Eye on the Prize - Focus on the long-term goals of the individual/team/department/organization.  Focusing on short-term throughput can lead to long-term problems if the proper focus isn’t taken.  Think “long term” for greater success.
  2. Don’t Take It Personally – Keep personalities out of performance reviews.  The metrics which a leader should measure an individual’s performance should not include their personality defects.  We’ve all got a defect of personality, as the leader are you willing to look yourself in the mirror and have your defects discussed?
  3. There’s No “I” In Team – Make certain that performance is evaluated regarding ones team efforts, in addition to their own individual efforts.  Also important to note is ensuring that their compensation plan also takes team efforts into consideration.
  4. Smell The Roses Along The Way - Performance appraisals are often done annually, with the file going in the drawer and dusted off around day 364 almost in the next year.  Unfortunately, if you want better results you’ll need to review the appraisal more frequently.  Establish quarterly (monthly?) review plans with your team for maximum effectiveness.
  5. Get Perspective - Often times the leader is too close to the situation to effectively monitor/measure.  Seek an external party to perform the evaluation to ensure that what you’re measuring is correct, and that you are on the right course.

Love them or hate them, executive coaching regarding performance appraisals are here to stay!  When done properly, executives can count on their team to outperform their established goals.  These five actions should lead you towards future success… make that you and your team!

Sam Palazzolo CPLP, PCC is President and Chief Influence Officer at Pathos Leadership Group.  Since 2005, Sam and the team at Pathos have been helping leaders and their organizations get the influential edge, so that when they compete… They win!  If you’re a leader and you’d like to see how you rank on the “Influential Leader” scale, complete the partial Influential Leader Inventory at http://www.pathosleadershipgroup.com/assessments/ILI/ today!  For more information on Sam or Pathos, contact us at 877.455.3133 or email info@pathosleadershipgroup.com.

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Can Coaching Really Make a Difference in Organization Development?

January 4, 2010 By

Executive Coaching assists in establishing the structure needed for coordinating business success!

The Challenge

John was the leader of an organization where prior to the economic downturn, and the ensuing tough times, they had established a track record of success. Year after year saw “best ever” record setting sales levels, which were accompanied by organizational growth. However, when the economy starting deflating in the fall of 2008, John saw that there were going to be challenges in the not so distant future. While he was comfortable with his products and level of service, he was uncertain if his associates were going to be able to “dig deep” enough to continue on their “best ever” pace. In short, were the people that got him “here” going to be able to get him “there” (Wherever “there” was)?

The Solution

John called in the coaches at Pathos Leadership Group to coach his senior leadership. Pathos designed a platform of:

§ Assessing the current employees regarding current strengths/weaknesses

§ Identifying business success skills necessary

§ Presenting to Leadership a comparison between current employee skills versus those necessary for future growth

§ An Organization Development strategy and accompanying Training & Development Action Plan

§ A schedule of success assessment meeting to determine progress/regress towards organization goals

§ Executive Coaching for the senior leadership

§ Organization Onsite Training in the form of Workshops, Seminars and eLearning sessions

§ Associate Coaching to ensure that training and development sessions were being properly implemented in the organization

Additionally, Pathos established a Recruiting Strategy with organization leadership in order to “fill” any/all of the identified gaps in skills.

The Results

John’s organization was able to grow during the economic downturn. While many of his competitors were scaling back their operations, he was able to grow his. John was also able to grow his senior leadership, as well as associates within the organization. This lead less stress, pressure and executive fatigue.

If you’d like to explore what Pathos Executive Coaching and Organization Development services can do for you and your organization, contact us at 877-455-3133 or info@pathosleadershipgroup.com.


Executive Coaching assists in establishing the structure needed for coordinating business success!

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Pathos Coaching

August 14, 2009 By

Get your Complimentary Strategy Session… Consisting of:

  • Discover Your “Top 10 Professional/Personal Challenges”
  • Identify Your “Mission Critical” Goal
  • Test Drive the Pathos Coaching Process
  • Receive a Detailed Summary Report

Click here to schedule your session today!

http://my.timedriver.com/8215S

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