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

“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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