Individuals

INDIVIDUAL SERVICES INCLUDE:

 

ü Psychological Assessment for hiring and promotion

ü Executive integration

ü Leadership Development and Coaching

 

PSYCHOLOGICAL ASSESSMENT

Assessment of “fit” between the individual and the organization involves:  

Understanding the organizational imperatives 

What challenges is the organization facing that would affect the job in questions?  For example, is the organizations facing a downturn or expanding rapidly?  Will it grow organically or through acquisitions?  Is there a strong team in place or will the individual need to assemble and retain a strong management team?

Clarification of success profile

Given the organizational imperatives, what personal qualities are required for the individual to succeed?   For example: strategic focus, learning agility, special skills in building a team, leading change or innovative thinking?

Assessment process

The assessment involves an in-depth interview designed to assess dimensions in the specific success profile for this role and (when appropriate) psychological tests of cognitive abilities, leadership or personality).  The interview is done in a non-threatening, conversational style.  The goal is developmental not merely evaluative. 

Oral and Written Reports

Both an oral and a written report are provided to the organization (typically to the hiring manager and the head of Human Resources). The feedback addresses specific concerns of the hiring manager and is closely linked to the success profile.  It addresses key areas of performance including thinking and problem solving style, interpersonal relations, emotion and motivation, communication style, emotional intelligence, and leadership style as well as specific competencies required by the unique position.  It is given in clear, direct language to assist the organization make a decision about the individual’s fit with that specific job.  Because the report identifies areas of strength, blind spots and developmental needs, it can clarify issues that would help or hinder full success in the job.   Blanton Consulting can also provide “coaching notes” to the new leader’s boss to help him/her motivate and supervise the new  leader.

Feedback

If the person is hired, he or she would meet with the consultant to review the assessment and discuss the implications for the new job and development.  It is often useful to hold a three way meeting (the person assessed, the hiring manager and the consultant) to discuss the report.  

 If the person is not hired, he or she will be offered the option of general  feedback by phone.   

 

EXECUTIVE INTEGRATION

Whether someone is hired from outside or promoted from within, he or she must not only learn new tasks but must also understand the complexities of the new role, develop new relationships, and integrate into the culture.   Research indicates that it requires up to a year or eighteen months for a person to reach full productivity in a new role.  Blanton Consulting can accelerate this process by creating a development plan that builds upon the leader’s strengths and addresses potential weaknesses.  The executive integration plan is highly customized but generally involved a structured involvement over a period of nine to twelve months.  The plan typically includes working with the new leader, his/her boss and the new leaders’ team.  Such interventions have been shown to reduce turnover, speed productivity and avoid common problems of adjustment to a new boss and new team. 

 

EXECUTIVE DEVELOPMENT AND COACHING

Both high potential managers and leaders who are faltering because of their personal style can benefit from executive coaching.  See below for more information about the coaching process. 

If appropriate, Blanton Consulting will supplement coaching with a full development plan that involves activities such developmental job assignments, service on a task force that would broaden perspective or build new skills, targeted reading assignments, continuing education courses or training modules to develop specific skills.

 

Suggestions for choosing a coach

  • Ask about the coach’s understanding of the realities of your world and worked to resolve issues similar to yours.  Will the coach clearly link development to business imperatives?  Does the coach have depth of experience in organizations similar to yours and with individuals in roles such as yours?  Does the coach understand the business context? 
  • Ask how they will determine what to you need to work on.  Evaluate how thoughtful and strategic they are in zeroing in on important issues and appropriateness of assessment methods. Pay attention to how the coach would partner with you to plan your development process. Ask how they will or will not involve your manager, peers or subordinates in the assessment?
  • Ask how the Coach will help you learn new ways to do things?  Merely being able to listen well or be an expert on a topic, providing feedback and giving advice are not sufficient.  The best coaches understand human development, individual learning styles, and are able to translate good ideas into practical steps that help you build new capacity. 
  • Ask the Coach about how he or she deals with issues of confidentiality.  What are the limits of confidentiality in the workplace?  Who gets what information? 
  • Ask the Coach how he or she will evaluate results?  What methods will they use to assess progress? 

Coach Responsibilities

  • Building strong relationship with person receiving the coaching (the coachee)
  • Linking coaching to business results
  • Understanding the organizational/work context of the coachee
  • Setting clear expectations
  • Serving as a sounding board on key issues
  • Playing “devil’s advocate” and raising tough issues
  • Assisting in exploring options and alternative strategies for actions
  • Identifying lessons learned from developmental assignments
  • Observing the coachee in work settings and team interactions and providing specific feedback
  • Holding the coachee accountable
  • Providing resources (books, articles, materials, referrals) to coachee on relevant issues/developmental areas
  • Being  flexible and willing to modify coaching style to match that of the coachee
  • Monitoring progress

Responsibilities of the Person Receiving Coaching

  • Listening with an open mind. Working to avoid “defending or justifying” behavior.
  • Focusing efforts. Pick only a couple of developmental areas, ones that will make a genuine difference in your job when they are improved.
  • Taking coaching seriously; doing the homework assignments and readings that are suggested.
  • Being open with your coach.  Sharing warts and all.
  • Using others besides your coach to provide you with feedback on the areas you want to work on.
  • Taking responsibility for change yourself.  It is your development plan, not the coaches.
  • Giving the coach feedback about what is working and what is not working in the coaching.
  • Keeping notes between meetings on things that have worked and areas of difficulty to focus discussion at later coaching sessions.