Ph: 404-320-7834

If Retail can have Black Friday, Cyber Monday Sales,
and Holiday Sales…so can we!
Black Friday Sale – 20% OFF
Cyber Monday Sale 15% OFF
Holiday Sale 10% OFF

Begins midnight Thursday, November 23, 2017 – ends midnight Sunday November 26, 2017

TriMetrix 400

Powerful Trimetrix Assessment and up to a 2 Hour Debrief
Regularly: $675.00
Less 20%: $540.00
Per Person
Must be taken and debriefed by
Thursday, February 15, 2018

Scheduling is first come – first served

Learn More and Bonus

Coaching 400

Six-Month Coaching Program including our
Powerful Trimetrix HD Assessment

Regularly:  $6,000.00
Less 20%: $4,800.00
Per Person
Must be taken and debriefed by
Thursday, February 15, 2018

Scheduling is first come – first served

Learn More and Bonus

Leadership, - Performance Strategies, Inc - Behaviorial science and analytics

First Time Managers Program

DID YOU KNOW THAT THE FAILURE RATE FOR NEW MANAGERS IS *46%!?

Wouldn’t it be nice to have a comprehensive program to reduce this failure rate and make
yours and your new manager’s job easier?
Well such a program is here!

 Why was the First Time Managers Program Created?

As a former manager in human resources, witnessing the promotion of unqualified people to management was heartbreaking. And the failure rate was proving costly. As an executive coach, I can see these failures manifest when there is a lack of solid leadership training.
New managers rarely have the training they need, and certainly don’t have any of the experience an executive possesses. Indeed, most new managers are promoted primarily because they are doing a good job in their current position. That doesn’t necessarily make them management material.
The executive staff are the people who get the resources such as training, off-site retreats, and coaching. Of course, it is a good idea to put resources behind the executive staff because, after all, they are carrying a lot of risks for the success of the organization.
But think about this. New managers are the people who could one day fill the shoes of an executive in your organization. I dare say that any executive you speak with wishes he or she had more “care and feeding” about how to manage and lead as they started up and continued to climb the ladder into the executive suite.
That’s why I’ve created a coaching program specifically designed for managers with zero to three years’ experience. This program is affordable, so the organization can not only justify, but recoup the investment, and reap benefits the company will profit from for years to come.

Schedule an Appointment


How does the First Time Managers Program Work?

The new manager takes the TriMetrix HD Assessment, and receives a report consisting of:

  • Behaviors:behaviors a

Behavioral research suggests that the most effective people are those who understand themselves, both their strengths and weaknesses, so they can develop strategies to meet the demands of their environment. This report measures the four dimensions of normal behavior: dominance, influence, steadiness, and compliance.

TriMetrix HD tells how the new manager will perform.

*Source: HR.com

  • Driving Forces:

driving forcesKnowledge of an individual’s driving forces helps tell us why a person behaves a certain way. 12 Driving Forces ™ measures an individual’s top four of driving forces to tell a story of how a person derives meaning from life and work.

TriMetrix HD illuminates what drives this individual’s behavior – the why behind their actions.

 

  • Competencies:competencies a

An individual’s hierarchy of competencies, including his/her leadership score, is key to their success. Knowing what they are is essential to reaching one’s goals. This report is designed to assist managing and developing a career. For many jobs, personal skills are as important as technical skills in producing superior performance.

TriMetrix HD describes what this individual “has done” in 25 research-based competencies related to the business environment.

 Acumen Capacity Index:

acumen a
The Acumen Indicators section is designed to help individuals truly understand themselves and how they analyze and interpret their experiences. A person’s acumen, keenness, and depth of perception or discernment is directly related to performance.

TriMetrix ACI explores both how a person’s judgment impacts interaction with the external world, and his or her own self-perception.


In addition, the assessment reports contain self-coaching strategies that will guide the new manager beyond the coaching initiatives of this program. 

Schedule an Appointment


Program Structure
Online assessment administration
3 months or 12 hours of coaching (Bonus: 1 extra hour at no charge in the first session!)
Unlimited access to the coach via phone and email during the coaching program


  • The Program is Designed To:
  • Increase clarity, focus, and direction
  • Create a specific strategy and a plan to reach goals
  • Build or enhance necessary skills
  • Create a supportive environment to achieve success
  • Deal with barriers that block goal achievement
    Coaching Topics Include, but Are Not Limited To:
  • Leadership myths and magic
  • Understanding roles and responsibilities
  • Critical/strategic thinking
  • Handling relationships (former peers and supervisor)
  • Understanding your team’s history
  • Understanding performance management
  • Communication
  • Problem analysis and decision making (including making hard decisions)
  • Creating a culture of accountability
  • Motivating your team
  • Coaching
  • Evaluating your team
  • Continuous learning and trends

    Why am I Qualified to Coach?
  • Ten years of coaching executives from a variety of industries across the United States and from Israel, Chile, South America, Japan, Germany, China, and Sweden.
  • Certifications include: Registered Corporate Coach (RCC), Leaders Coaching Leaders Coach (LCL) and Facilitator, Certified Professional Driving Forces Analyst (CPDFA); (CPBA); (DISC Certified); Certified TriMetrix HD Analyst (CPHDA), and Certified Professional Emotional Quotient Analyst (CPEQA)
  • Formal education includes a Masters of Arts in Industrial Organizational Psychology and a Bachelor of Science in Psychology
  • Six years as a Human Resource Manager

Bonus I:

One complimentary extra hour of coaching in the first session, for a total of 14 hours of coaching.

Bonus II:

Diane’s eBook, How to Give Dull, Boring Meetings a Swift Kick in the Agenda. This book provides the new manager with insights on:

  • How to manage different behavioral styles in meetings
  • How to determine if a meeting is necessary
  • Types of meetings
  • How to have more effective meetings
  • Ways to make meetings fun!

Bonus III:

A complimentary “check-in” call 3 months after our final session to help ensure the new manager is still on track. This brings the total number of coaching hours to 15!!

Investment:

Based on the number of participants. You will be amazed at the afforadability of this program!

Call today to give your managers the leadership foundation they need to make it all the way to the Executive Suite!

email This email address is being protected from spambots. You need JavaScript enabled to view it. or CLICK HERE to schedule your new manager’s coaching program appointment!

Leaders Leading Leadership Development

Leaders LeadingA quote attributed to Ralph Nadar, consumer advocate, lawyer, and author, states: “I start with the premise, that the function of leadership is to produce more leaders, not more followers.” The leadership in small to mid-sized organizations often fail to see a need for leadership development. Considering two facts should make it obvious that leadership development is essential to the survival of such organizations. A White Paper by Center for Creative Leadership echoes this idea.

 

Fact One: An organization is either growing or dying

Fact Two: Leadership will be needed to guide growth, sustain growth, and take growth into the future.

Let’s take a deeper look at fact one. Organizations must grow in some capacity, either more customers or more revenue. The leadership that brings the company to one level, may not necessarily have the skills to either sustain that level or take the company to the next level.

Stuck in the Middle with You Clowns to the left of me, Jokers to the right

J C“Stuck in the Middle with You” is a song by Steelers Wheel, for those of you younger readers. Stuck in the middle is often how middle managers feel. They are stuck between edicts coming down from on high – and higher – and gleaning action on these edicts from those they manage. Some years ago, there was a movement afoot to obliterate middle management. Fortunately organiztions came to their senses and now middle managers are seen as the key to change and moving organizations forward. Who knew? On another note, they cannot performs these feats without guidance and support.

First Things First: How do you build leaders for the future? First realize that middle managers do have the capacity and are in the position to be leaders. Now, provide the training, the coaching, and mentoring they need to carry them through to their next step on the organizational ladder. IN short, middle managers need role models. Performing these vital tasks lays a solid foundation for the future.

The Courage to be Courageous

MermaidWEBAwash in Fear

When in my early thirties, I took swimming lessons. One day I decided I wanted to dive off the diving board. I would sit on the end of the board, thinking courage would show up, give me a nudge, and I would just gently fall into the pool. It didn’t happen. Building up more courage, I would walk to the end of the board, but again courage was off doing something courageous elsewhere. Several times, I built up even more courage and would take off running to the end of the board, stop right at the edge, and my courage ran the other way. Courage drowned in a pool of fear and that fear engulfed my brain, body, and heart. Finally, after what seemed like an eternity, I jumped – and obviously lived to tell about it. This scenario will not fit everyone’s idea of what courage is and isn’t, but it’s my story and I’m stickin’ to it.

The Two Faces of Leadership

Two Faces of Ldrshp

Many organizations implement leadership development programs. Often times these are part of a succession plan. This is one face of leadership. This is the “younger” face of leadership if you will. This is the face belonging to those who are ambitious and want to climb the corporate ladder, but who still need skill building training, activities, and additional experience. These programs often consist of topics such as:

 

  • Communication
  • Handling Difficult Situations
  • Coaching/Counseling and Mentoring
  • Disciplinary Challenges
  • Legal Issues Such as Sexual Harassment and Discrimination
  • Leaderships Skills
  • Performance Management
  • Project Management
  • Motivating Employees
  • Budget and Finance

Today is National Kiss and Make Up Day When will Leadership and HR Kiss & Make Up?

Lip Prints of Kissis WEBOK, right off the bat, I’m in trouble for linking kissing and the workplace. But I’m pretty certain that blowing up HR is frowned upon as well. Lately there have been cries to dismember HR in some way, by splitting it up, blowing it up, redesigning it, or doing away with it altogether. In fact, in a report by Deloitte, there is a gap “between what business leaders want and the capabilities of HR to deliver.” The report goes on to state that even HR gives its teams a grade of C-. Business leaders rate HR with a D   I would relate the relationship between HR and leadership as that of teenagers and their parents. Here’s why.

When HR or as it was called then, personnel, was first created, it more or less had the behaviors of a child – more play than substance. Personnel at that time was more about planning parties, making everyone happy, and staying in the background. A recent article on hronline.com suggests that changes in the personnel department began with the entrance of women (you knew it would be our fault) in the workforce during WWI. Because of this, a new level of people management became necessary along with more regimented training and better organization.

The 1930s brought a dip in employment, but when WW II broke out, history repeated itself with women filing back into the workforce. Now personnel began shedding its training wheels as the previous work to better employee management was beginning to pay off. After WW II, serious changes began to evolve in the workplace. This is when discrimination began to rear its ugly head or at least began to be noticed and reported. Later health and safety landed on personnel’s desk. In the 1980s organiztions began to see people as valuable assets and the term Human Resources now launched the department into the tween years. Now leadership wants HR to grow up and take some business responsibility and HR wants to be appreciated for its to date accomplishments. As with any family disputes, there is no doubt blame, responsibility, and changes that need to be made on both sides.

Libertyville Sm
Emory
AAOHN
Is Con Atl
Renaissance
Opp Bank
Is Min Of Def
CDC
Sheraton