Managers & Governance

Gov-1:  Leading Organizations in a Turbulent Environment

Although Governance is the most cogent obligation of managers, not all governance is positive.  Identifying the different types of governance, we examine this issue in the turbulent environment marked by the recent trends of corporate scandal. This Module guides you to build a framework for governance in the 21st Century by examining the difference between corporate governance and team management.

Gov-2:  Planning the Succession of Everyone

While management careers often evolve through personal/professional networking, it is shared vision, leadership behavior, depth and breadth of knowledge, innovation, insight, and specific experience which most readily characterize a potential Manager.  Examining the challenge of Manager succession, this Module explores the problem of selecting the right manager and finding the right leader at the least opportune time.  We examine the characteristics of managers, model the succession process to match the candidate to the position, and define succession requirements, performance expectations, and contract essentials.

Gov-3: Leveraging Leadership as the Foundation of Great Governance

Successful managers value achievement, vision, diversity, professionalism, growth, and ethical behavior.  Here we examine the Leadership and Management Effectiveness Approaches to ultimate performance.  This module establishes professional standards governing manager work and explore the ethical and legal aspects of governance at the managerial level of responsibility. This Module also explores the role of in-depth coaching in building commitment to achieve ultimate performance.

Gov-4:  Reaping What We Sow or Sowing the Basics to Reap Success

Success cannot be extrapolated from past achievement.  Examining the “Ten Tarnished Rules of Failure” and the value of governance in the modern enterprise, we examine the difference between sharing success or encouraging failure. This Module explores the art of excelling in the cross-functional environment.  This Module also examines the “Admiral Perry Folly” to overcome governance shortsightedness.

Gov-5:  Mapping the Road to Reality                          

Here we explore the conflict of immediate versus deferred recognition by learning to master the “Law of Manager Success.” We uncover the hidden agenda in governance and assess the manager’s authentic capabilities to govern adequately.  This Module examines why we should pace the years to success carefully and explore the value of listening to our feelings.  We also learn why there is no free lunch for managers and see why thoughts are not necessarily reality.

Gov-6:  Chartering the Course to Empower Leadership

Managers flounder because they lack an appropriate charter to empower leadership.  Here we examine the Chartering process as an approach to developing a rationale for setting limits. This Module investigates the charter as a mechanism for specifying rules and resolving potential problems. We also examine what it means to design a Charter that enables performance at the highest level achievable.

Gov-7:  Breaking the Performance Behavior through Ultimate Governance

Not everyone commits to the principle of performance at the highest level attainable. Here we explore the importance of integrating the factors of manager performance.  We use contracts to manage problem managers and succeed with interpersonal learning.  This Module defines the ultimate level of performance, identify types of Manager Work, and explore the current trends in manager performance.  We also design a personal framework for ultimate performance.