| INDIVIDUAL PERFORMANCE
DEVELOPMENT: TROUBLESHOOTING
It is exceedingly rare to find an organization that
hasn’t had to put out unexpected “fires” while
in the process of earning it’s stripes. Rapid and expert troubleshooting
which effectively handles these potentially destructive problems
can be of disproportionate value to an organization. Successful
management of these situations will prevent the ramification of
the problem into the organization and the subsequent production
of additional, often unpredictable negative outcomes. Consultation
to intervene in such situations along with an effective root cause
analysis of the precipitating circumstances combines to reduce future
occurrences of these situations.
Matrix provides the following types of troubleshooting
projects:
- Intervention strategies for prematurely plateaued key contributors
- Unwanted exit prevention for highly valued key contributors
- Resolution of conflicted relationships between key individuals
- Derailment prevention and turn-around coaching with valued,
but under-performing, key employees (click
here to see our white paper)
- For situations where separation of a strategically important
employee is unavoidable, coaching for the individual to understand
the circumstances leading to the separation, recover from the
situation, and make corrective actions to prepare for their future
success
- Expert identification, respectful management and referral, as
appropriate, of significant mental health matters or personal
problems that require attention
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| “Even
if executive coaching costs $50K (which it doesn’t), it’s
barely a rounding error to invest in the coaching of a key player
who has responsibility for millions of dollars and for key human
resources. Coaching is a success if one direct report, who used
to be too intimidated to speak up, comes up with an innovative idea.”
- CEO, Fortune 100 Company |
A
1998 nationwide study published by the Manchester Consulting Group
in Philadelphia found that four out of ten managers and executives
failed within the first 18 months of their promotions because they
lacked:
teamwork skills (82%)
an understanding of their bosses expectations (58%)
achievement of crucial goals (47%)
a quick grasp of the new role (28%)
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