We analyse the organisation’s culture using diagnostic tools, including collaboration patterns, decision-making autonomy, leader-subordinate dynamics, and potential barriers. This helps us identify areas for improvement in creating a supportive and growth-oriented environment.
Partner with us and gain the knowledge you need to make informed decisions and catalyse positive transformation.
Our diagnostics unveil the intricate web of alliances within your organisation, identifying the most influential individuals who shape its dynamics, the bridges between functions, the leadership pipeline and disengaged outliers.
We evaluate the degree of servant leadership exhibited by individual leaders, shedding light on their impact on the organisation’s culture and success.
Our diagnostics reveal valuable insights into trends among leaders, teams, or departments, allowing you to address areas for improvement or leverage strengths.
By comprehending the climate of employee opinion and its narratives, you gain a pragmatic view of who needs to be aligned with leadership and what can be done to get them on board.
Our diagnostics assess how your organisational systems and processes empower or hinder productivity, collaboration, and growth.
We measure the level of employee engagement and its alignment with the objectives set by executive leadership, offering valuable guidance on fostering motivation and commitment.
Our suite of diagnostic services encompasses various assessments and surveys, providing a comprehensive view of your organisation’s dynamics:
this is a short survey to get a quick look into the leader’s behaviour – very popular for coaching purposes (before coaching, do a leadership dipstick to identify gaps.
Custom design assessments to look at specific variables to gauge the leadership effectiveness and performance across your organisation through insightful assessments and surveys.
Our tried and tested Leadership and Peer assessments or surveys – measure a leader/peer against the Care and Growth criteria. It’s a mirror for a leader or a peer to see how their direct reports or peers perceive them.
Evaluate leadership competencies from multiple perspectives, uncovering blind spots and guiding leadership development initiatives.
Assess the overall organisational climate, including measuring employee sentiments, identifying areas of improvement or celebration, determining employee attitudes towards the establishment, understanding their sources of information, and identifying individuals they turn to for work-related or personal issues.
Employ a holistic approach to diagnose your organisation’s overall health and performance, identifying gaps and opportunities for improvement. Gain a deep understanding of your organisation’s culture, values, and beliefs, enabling alignment and strategic cultural transformation. It can include assessing systems and processes, leadership gaps, team collaboration and trust within the organisation.
Uncover the invisible network of relationships and information flow within your organisation, providing critical insights for collaboration and innovation. This survey is being conducted to understand and gain insight into the existing collaboration and connectivity among the management.
Diagnostic methodology diagnoses leadership accountabilities throughout the hierarchy behind specific performance exceptions/issues. Is used in support of broader diagnostic initiatives and can be used by leaders as a leadership tool to empower the hierarchy.
An organisation succeeds when it is good at making a valuable contribution to the market. Another way of expressing this idea is that an organisation succeeds when it is good at offering a valuable service to people. The question all organisations must face then is how to ensure that their service/contribution is valuable to people/the market.
Effective leadership requires a fundamental shift in the traditional approach to management and has a critical effect on team excellence. The original research conducted by Etsko Schuitema, in the 1980s, demonstrated that effective leadership is essentially tied up with the issue of employee trust in management.
Organisations can be described as a team sport in which there is a task that needs to get done and this task is passed around between members of a team or between teams within an organisation. Fundamentally, each interaction of passing the task between team members can have one of two characters: it can either be fundamentally competitive, or it can be fundamentally cooperative/collaborative.
People are significant on the basis of their contribution; the value that they add to others during their lifetime. They are significant for what they put in, not for what they get out. Being here to give or to serve is, therefore, the core criterion which accounts for excellence in any individual. When people have cracked the code of appropriate contribution, they realise the best in themselves and come to be able to live their greater lives.
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