BPDASSOCIATES LIMITED...Unique Business and People Development Partners
"Effortless Transformation" -#32 Luis Street, Woodbrook, Trinidad; West Indies - Info:bpdassociates.com
"Effortless Transformation" -#32 Luis Street, Woodbrook, Trinidad; West Indies - Info:bpdassociates.com
How we work...
METHODOLOGIES
- Coaching for Improved Performance
- Increased Productivity
- Team Development
- Change Management
___________________________
Coaching for Improved Performance
The Harvard educationalist and tennis expert Timothy Gallwey defined the essence of coaching…..’Coaching is unlocking a person’s potential to maximise their own performance’.
One of the key components of increasing an organisation productivity and profitability is through coaching.
Our coaching process starts by identifying the individual or group’s current performance and agreeing who they want or need to be, to achieve the desired business result. Throughout the process the responsibilities, behaviours, knowledge and beliefs are explored and core areas of focus are worked on, to help the individual understand and perform at their maximum.
Our ability to tap into an individual’s core, allows us to meet them where they are (current performance), inspire them to believe in themselves and their abilities (maximum potential) to create the right actions, behaviours, strengths and beliefs to achieve success for themselves and the organisation.
Their current performance is not a reflection of who they are, or what they are capable of, it is just a reflection of their current thinking, which affects their behaviours and their actions.
Our approach incorporates mentoring, consulting, training and coaching to assist individuals in tapping into their maximum potential to deliver their own outstanding performance. We challenge, stretch, provide feedback, support, strategise, plan, energise, acknowledge, encourage, shift paradigms and call people to specific actions.
Examples of tools used in the coaching process:
Strength Finder Assessment
StrengthFinder is based on Gallup Organization research. Gallup interviewed over 2,000,000 individuals in 48 countries across all occupations. They identified more than 400 different themes of talent then focused on the 34 themes found to be most prevalent in individuals considered the “best of the best.”
The Clifton StrengthsFinder does NOT measure strengths but rather the presence of talent in 34 themes. While talents (recurring patterns of thought, feeling, or behavior that can be productively applied) naturally exist, strengths (the ability to provide consistent, near-perfect performance in a specific task) must be developed and are the product that results when one’s talents are refined with acquired skills and knowledge.
An individual’s top 5 themes are called their Signature Theme. An individual’s
Signature Themes are unique to that person. When ranking within the set of five themes is considered, 33,390,720 different sets of Signature Themes are possible.
Clifton StrengthsFinder is based on Positive Psychology.
The Leadership Circle Profile™ (TLCP)
The Leadership Circle Profile is a true breakthrough among 360 degree assessments. It is the first to connect a well-researched battery of competencies with the underlying motivations and habits of thought. It reveals the relationship between patterns of action and the internal assumptions that drive behavior.
TLCP goes to the source of behavior to get greater leverage on change. Furthermore, unlike most leadership 360 degree assessments, which take hours to interpret, TLCP integrates all this information in a way that brings the key issues to the surface instantly. The data in TLCP reveals itself in seconds. At a glance, the whole gestalt is accessible. It immediately gets your leader in touch with what is working, what is not, and why!
In most organizations, this treasure trove of information remains buried. TLCP makes it easily accessible while it creates a foundation on which change can occur at a deeper level and a sustainable pace.
Based on works by Timothy Gallwey from the Inner Game of Work
The general perception of work is almost exclusively in terms of the external results produced by the great effort i.e. hard work.
Work is seen as the ‘doing’, and tends to be defined solely in terms of the results. The ability to learn from and enjoy the experience of working is all but lost in the stress/noise. It also appears that an increasing numbers of people live with decreasing passion stimulation. What's left is the daily grind, with all its politics and pitfalls. People end up making a living at the expense of making a life.
But learning is still inherent dimensions of work, even if it is not being paid any attention.
People are still, either, growing, evolving, developing their capabilities or stagnating. In the worst-case scenario, they are "devolving" while working—becoming less of themselves. People feel something between agony and ecstasy while working. Similarly enjoyment is also present in work. Even if they are numb to the point of "not feeling anything," it's almost impossible for them to avoid wanting to feel better. The need to enjoy is universal.
Our approach, based on Tim Gallwey’s work, is about re-connecting
people with their sense of purpose and authentic work, we help people
to change, to reframe and to redefine work in terms performance,
learning and enjoyment. These three components are interconnected and
important if enjoyment is decreased, performance is also decreased.
If there is an over emphasis on performance at the expense of the other
two – performance will fall!!!!
We recognise that everyone has a purpose and that it is always larger than their job description. Passion comes to those well rounded individuals who see the big picture, maintain perspective, and find ways to connect with the whole of life.
Like it or not, all teams are potentially dysfunctional. This is inevitable because they are made up of fallible, imperfect human beings. Politics and confusion are more the rule than the exception.
Fortunately, there is hope. We believe that the causes of dysfunction are both identifiable and curable. We base our understanding of teams on Dr Bruce Tuckman Forming Storming Norming Performing model. This theory explains the stages of team development and the challenges and behaviours experienced at each stage.
Making a team functional and cohesive requires levels of courage and discipline that many groups cannot seem to muster. Our approach helps teams to evaluate where they currently are and to move forward by addressing the questions:
• Do team members openly and readily disclose their opinions?
• Are team meetings compelling and productive?
• Does the team come to decisions quickly and avoid getting bogged down by consensus?
• Do team members confront one another about their shortcomings?
• Do team members sacrifice their own interests for the good of the team?
Although no team is perfect and even the best teams sometimes struggle with one or more of these issues, the finest organizations constantly work to ensure that their answers are "yes."
Between each stage of development (i.e. forming to storming, the specific area(s) of dysfunction are identified with the team through questionnaires. Experiential learning events are then created to focus on the identified areas, where the teams are able to explore the areas targeted for improvement in a safe environment. Behaviours, beliefs, impacts etc are brought to the surface, so that the individual team members can see how they contribute to the current situation. Specific individuals actions are committed to and a time to review progress and results agreed.
Striving to create a functional, cohesive team is one of the few remaining competitive advantages available to any organization looking for a powerful point of differentiation. Functional teams avoid wasting time talking about the wrong issues and revisiting the same topics over and over again because of lack of buy-in. Functional teams also make higher quality decisions and accomplish more in less time and with less distraction and frustration.
Change Management
In order for any improvement to be made in revenues, productivity, relationships, profits etc, in an organisation, something must change. And the ‘something’ is really someone, or teams of people who need to do something, or see something differently (mindset/ paradigm shift) for the improvement to occur.
The greatest of ideas can become a nightmare, if the people who need to be involved,
• don’t understand the overall reason for the change
• don’t feel connected to the reasons
• don’t understand how the change will affect them
• don’t understand their role
• don’t know what to do to get going
• don’t know how to get things done
• don’t know how to make the new habits ‘stick’
Therefore the focus for business improvement must be first and foremost on your people, rather than on new processes and systems, writing emails, newsletters etc.
The ADKAR Model by Jeffery M Hiatt, shows that there are certain components that need to be addressed for successful individual change and by extension organisation change to occur.
The Harvard educationalist and tennis expert Timothy Gallwey defined the essence of coaching…..’Coaching is unlocking a person’s potential to maximise their own performance’.
Our coaching process starts by identifying the individual or group’s current performance and agreeing who they want or need to be, to achieve the desired business result. Throughout the process the responsibilities, behaviours, knowledge and beliefs are explored and core areas of focus are worked on, to help the individual understand and perform at their maximum.
Our ability to tap into an individual’s core, allows us to meet them where they are (current performance), inspire them to believe in themselves and their abilities (maximum potential) to create the right actions, behaviours, strengths and beliefs to achieve success for themselves and the organisation.
Their current performance is not a reflection of who they are, or what they are capable of, it is just a reflection of their current thinking, which affects their behaviours and their actions.
Our approach incorporates mentoring, consulting, training and coaching to assist individuals in tapping into their maximum potential to deliver their own outstanding performance. We challenge, stretch, provide feedback, support, strategise, plan, energise, acknowledge, encourage, shift paradigms and call people to specific actions.
Examples of tools used in the coaching process:
Strength Finder Assessment
StrengthFinder is based on Gallup Organization research. Gallup interviewed over 2,000,000 individuals in 48 countries across all occupations. They identified more than 400 different themes of talent then focused on the 34 themes found to be most prevalent in individuals considered the “best of the best.”
The Clifton StrengthsFinder does NOT measure strengths but rather the presence of talent in 34 themes. While talents (recurring patterns of thought, feeling, or behavior that can be productively applied) naturally exist, strengths (the ability to provide consistent, near-perfect performance in a specific task) must be developed and are the product that results when one’s talents are refined with acquired skills and knowledge.
An individual’s top 5 themes are called their Signature Theme. An individual’s
Signature Themes are unique to that person. When ranking within the set of five themes is considered, 33,390,720 different sets of Signature Themes are possible.
Clifton StrengthsFinder is based on Positive Psychology.
The Leadership Circle Profile™ (TLCP)
The Leadership Circle Profile is a true breakthrough among 360 degree assessments. It is the first to connect a well-researched battery of competencies with the underlying motivations and habits of thought. It reveals the relationship between patterns of action and the internal assumptions that drive behavior.
TLCP goes to the source of behavior to get greater leverage on change. Furthermore, unlike most leadership 360 degree assessments, which take hours to interpret, TLCP integrates all this information in a way that brings the key issues to the surface instantly. The data in TLCP reveals itself in seconds. At a glance, the whole gestalt is accessible. It immediately gets your leader in touch with what is working, what is not, and why!
In most organizations, this treasure trove of information remains buried. TLCP makes it easily accessible while it creates a foundation on which change can occur at a deeper level and a sustainable pace.
_____________________________________________________________
Productivity Triangle
Based on works by Timothy Gallwey from the Inner Game of Work
Performance
Learning Enjoyment
The general perception of work is almost exclusively in terms of the external results produced by the great effort i.e. hard work.
Work is seen as the ‘doing’, and tends to be defined solely in terms of the results. The ability to learn from and enjoy the experience of working is all but lost in the stress/noise. It also appears that an increasing numbers of people live with decreasing passion stimulation. What's left is the daily grind, with all its politics and pitfalls. People end up making a living at the expense of making a life.
But learning is still inherent dimensions of work, even if it is not being paid any attention.
People are still, either, growing, evolving, developing their capabilities or stagnating. In the worst-case scenario, they are "devolving" while working—becoming less of themselves. People feel something between agony and ecstasy while working. Similarly enjoyment is also present in work. Even if they are numb to the point of "not feeling anything," it's almost impossible for them to avoid wanting to feel better. The need to enjoy is universal.
"The old definition of work, said you took what you already know and use it to produce results for profit. The new definition says that work is a process of growing your capabilities while in the process producing results in order to be better able to produce future results."
Timothy Gallwey
"When either the learning or the enjoyment side is ignored, performance will suffer in the long run. When it does, management feels threatened and pushes even harder for performance. Learning and enjoyment diminish even further. A cycle ensues that prevents performance from ever reaching its potential."
Timothy Gallwey
We recognise that everyone has a purpose and that it is always larger than their job description. Passion comes to those well rounded individuals who see the big picture, maintain perspective, and find ways to connect with the whole of life.
___________________________________________________________________
Team Development
Based on work by Bruce Tuckman 1965 and Patrick Lencioni
Based on work by Bruce Tuckman 1965 and Patrick Lencioni
Like it or not, all teams are potentially dysfunctional. This is inevitable because they are made up of fallible, imperfect human beings. Politics and confusion are more the rule than the exception.
Fortunately, there is hope. We believe that the causes of dysfunction are both identifiable and curable. We base our understanding of teams on Dr Bruce Tuckman Forming Storming Norming Performing model. This theory explains the stages of team development and the challenges and behaviours experienced at each stage.
|
Patrick Lencioni quotes 5 main dysfunctions of teams
Dysfunction #1: Absence of Trust/ Weak relationships This occurs when team members are reluctant to be vulnerable with one another and are unwilling to admit their mistakes, weaknesses or needs for help. Without a certain comfort level among team members, a foundation of trust is impossible. Dysfunction #2: Fear of Conflict/ Poor Communication Teams that are lacking on trust are incapable of engaging in unfiltered, passionate debate about key issues, causing situations where team conflict can easily turn into unhealthy discussions and back channel comments. In a work setting where team members do not openly air their opinions, inferior decisions are the result. Dysfunction #3: Lack of Commitment/ Lack of action Without conflict, it is difficult for team members to commit to decisions, creating an environment where ambiguity prevails. Lack of direction and commitment can make employees disgruntled. Dysfunction #4: Avoidance of Accountability When
teams don't commit to a clear plan of action, even the most focused and
driven individuals hesitate to call their peers on actions and
behaviours that may seem counterproductive to the overall good of the
team.
Dysfunction #5: No management of Results Team members naturally tend to put their own needs (ego, career development, recognition, etc.) ahead of the collective goals of the team when individuals aren't held accountable. If a team has lost sight of the need for achievement, the business ultimately suffers. |
Making a team functional and cohesive requires levels of courage and discipline that many groups cannot seem to muster. Our approach helps teams to evaluate where they currently are and to move forward by addressing the questions:
• Do team members openly and readily disclose their opinions?
• Are team meetings compelling and productive?
• Does the team come to decisions quickly and avoid getting bogged down by consensus?
• Do team members confront one another about their shortcomings?
• Do team members sacrifice their own interests for the good of the team?
Although no team is perfect and even the best teams sometimes struggle with one or more of these issues, the finest organizations constantly work to ensure that their answers are "yes."
Between each stage of development (i.e. forming to storming, the specific area(s) of dysfunction are identified with the team through questionnaires. Experiential learning events are then created to focus on the identified areas, where the teams are able to explore the areas targeted for improvement in a safe environment. Behaviours, beliefs, impacts etc are brought to the surface, so that the individual team members can see how they contribute to the current situation. Specific individuals actions are committed to and a time to review progress and results agreed.
Striving to create a functional, cohesive team is one of the few remaining competitive advantages available to any organization looking for a powerful point of differentiation. Functional teams avoid wasting time talking about the wrong issues and revisiting the same topics over and over again because of lack of buy-in. Functional teams also make higher quality decisions and accomplish more in less time and with less distraction and frustration.
__________________________________________________________________
Change Management
In order for any improvement to be made in revenues, productivity, relationships, profits etc, in an organisation, something must change. And the ‘something’ is really someone, or teams of people who need to do something, or see something differently (mindset/ paradigm shift) for the improvement to occur.
The greatest of ideas can become a nightmare, if the people who need to be involved,
• don’t understand the overall reason for the change
• don’t feel connected to the reasons
• don’t understand how the change will affect them
• don’t understand their role
• don’t know what to do to get going
• don’t know how to get things done
• don’t know how to make the new habits ‘stick’
Therefore the focus for business improvement must be first and foremost on your people, rather than on new processes and systems, writing emails, newsletters etc.
The ADKAR Model by Jeffery M Hiatt, shows that there are certain components that need to be addressed for successful individual change and by extension organisation change to occur.
| ADKAR Model – Individual Change Management
• Awareness of the need to change
• Knowledge about how to change
• Desire to participate and support the change
• Ability to implement new skills and behaviors
• Reinforcement to keep the change in place. |
Our approach based on the ADKAR model, provides an effective simple framework that weaves together all the necessary components needed for successful business improvements. Our programs are designed to ensure that the individuals (at any level within an organisation) needs are met at the right time during the business implement/change management process.
The more individuals can be emotionally engaged the greater the improvement and the greater the overall impact on the whole organisation. Our programs ensure that each of our individual’s needs are aligned to the specific stages of overall business improvement/change.
________________________________________________________________
