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Firstly, we help our clients to understand the management styles that exist in their organisation and to appreciate the ‘mismanagement’ issues that will arise.
‘In two hours I learnt more about myself , the impact I have on my business and why my business struggles to deal with - and find solutions to - certain key problems which are inhibiting growth, than I had by any other means.’
Beth Lorraine
Sales Training and Recruitment Limited
'In two hours we learnt more about ourselves and our business than we have in two years of operating it. We not only know what to focus on to strengthen our business, but also how to accomplish it and who should work on it.
We’re certainly going to encourage our clients to spend time with if only …’
Ant Hodges
Chief Executive Officer
Creative Rush
Secondly, we facilitate the diagnosis of the issues that arise from the ‘mismanagement’. This helps the organisation to understand the relationship between the issues and causality chain that links them together. They are then able to begin working on the right things in the right order.
'We had struggled for a while to understand why we were having such problems in turning the business around. What the process did for us was to help us put in place a clear structure and strong plan in plain, unambiguous language that fitted the needs of the business.’
Phillip McTaggart
Group Managing Director
Aptus Personnel Ltd
Thirdly, once we know what needs to be worked on we provide and facilitate the deployment of process and methodology that enables the right people (complementary cross functional teams) to work in the right way (making quality decisions and implementing them efficiently) to solve the issue that are preventing it from performing optimally.
‘The tools and processes worked for us. They brought clarity and focus to our strategic options and helped us to develop and implementation plan that had the support of the entire senior management team. I strongly recommend it.’
Fred Cahill
CEO
ERA Technology Ltd
But the end result is more than optimum performance.
Quality decisions + efficient implementation + high performing teams + management and individual development all add up to step changes in attitudes, thinking, behaviours and performance.
The result?
Sustainable exceptional performance
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identify yours and make it a reality!
'Their work has contributed significantly to the success of our business and the methods they use have, in many instances, become part of our normal business practises.
'I would recommend them to any organisations that are looking to transform their performance.’
Steve Hill VP and Managing Director
Thales Air Systems UK
BACK TO TOP
Adizes identifies four roles that must be performed if an organisation is going to be effective and efficient in the short term and the long term. Any time any one of these four roles is being underperformed or is missing, there will be ‘mismanagement’. This ‘mismanagement’ will manifest itself in the form of performance issues that are undesirable and predictable – and are stopping the organisation from achieving its true potential.
What will the performance issues be? It depends on the role that is being underperformed or is missing.
(P) Produce results
Performing this role makes the organisation effective in the short term.
When an organisation produces the results for which it was created, then it is effective.
(A) Administer
Performing this role makes the organisation efficient in the short term.
In this role the focus is on establishing routines and the systematic programming of activities to produce repetitive, desirable outcomes using the minimum resources necessary.
(E) Entrepreneur
Performing this role makes the organisation effective in the long term.
In this role the focus is on positioning the organisation so that it continues to be effective in the future by meeting the needs that will exist tomorrow. This role takes the organisation to where the world is going.
(I) Integrate
Performing this role makes the organisation efficient in the short term.
This role focuses on creating an integrated organisation which has an organic rather than mechanistic culture. In a mechanistic culture there is very little sense of affinity, consciousness of a bigger picture or interdependence. In an organic culture individuals and departments know who they are and what they do – but they also know what they are part of and contribute to an organic consciousness.
HOW DOES THIS HELP?
The people that make up the organisation have management and decision making styles that are based on their preferences and abilities to perform these four roles. A Perfect Manager would be PAEI. This would make them: -
• Task oriented
• Achievement oriented
• Knowledgeable
• Organised
• Efficient
• Systematic
• Creative
• Visionary
• Risk-taker
• Sensitive
• Team builder
• Charismatic
But the reality of the situation is that outside of a text book the Perfect Manager – PAEI – does not exist! No one person can excel in the delivery of all four roles. More likely we will be Paei or pAeI or PaEi etc.
Therefore by implication we are all ‘mismanagers’. And when we assign a team to work on a task or project we are usually compounding the ‘mismanagement’ issues.
By looking at who sat around the table to make a decision in PAEI terms, it is possible (without knowing what they decided) to predict the quality of the decision that was made. (A quality decision produces the desired results for which it was made in both the short and the long run.)
BACK TO TOP
What’s your ?
Based on a SIMPLE CONCEPT developed by Dr Ichak Adizes the proven processes and methodologies we deploy help the client organisation to firstly discover and truly understand the ‘rocks on the path’ that are blocking the achievement of their aspirations. Armed with this understanding and equipped with powerful tools and techniques they are then able to go on to work on the right things, in the right order, with the right people in the right way – to deliver the sustainable exceptional performance that makes their if only ... a reality.
The processes and methodologies we deploy set out to achieve four goals – simultaneously: -
• to solve the organisational and management issues that create the rocks on the path
• to build high performing teams
• to create opportunities for individual growth
• to enable management development
HOW WE DO IT
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