POV Collaborative, Inc.

Consultants 

TRANSFORMING PRODUCTIVITY 
through 
Organization, Leadership, People, & Culture Development



APPROACH

Continuous Transformational Change
 Our consulting practice is based on the notion that contemporary organizations must exist in a continuous state of transformational change. Change Management is an aging concept. With globalization and continuous technology and decision making innovations, the contemporary business environment is continuously evolving. Vast amounts of knowledge are readily available, therefore setting the expectation that decisionmaking should be more easily informed and applied.
With organizations experiencing such great amounts of change, they are rapidly realizing the need to "update" their strategic direction or continuously transform. Organizations that are able to transform continuously maintain a competitive advantage as they leave others behind. 

Managing Change
We have found it profoundly Impossible to "Manage Change." This is so because organizational change is not a static state at which one arrives!  The structure, culture, and routines of organizations that have undergone change efforts often reflect the recent achievements of having arrived at " The DESIRED STATE."  Change agents decry, " We HAVE changed!" Workers become comfortable with the "CHANGES" and are therefore resistant to suffer through yet another CHANGE process again. Rather, than reaching a CHANGED STATE, successful, contemporary organizations understand organizational change is transitional, transforms dynamically, and is continuous. Rather than becoming a "changed organization," organizations should aspire to become a continuously transforming organization--responding to the changing market conditions, customer demands, and the associated shifts in the mission. 

Misleading Change Management
Organizational leaders must not be misled, nor lead their workers to think they will have “changed” at some point.  Rather, a continuous transformation is the desired outcome. Continuous transformation occurs in a diagonal direction over the axises of productivity over time.  These spirals of energy, whirl throughout the organization, demanding alignment and integration between strategic, social, and technical components. This requires leadership collaboration that touches people with different skills, in various parts of the organization.   
  

 

When leadership development is limited to rote learning, we find the most memorable experiences are intellectual...with limited practical applications.  To apply these learning outcomes practically requires emotional engagement in the specific leadership arena.   "There's NO EMOTIONAL ENGAGEMENT in LEADERSHIP!"  is a phrase some leaders believe.  As a result, they rely on what they believe to be leadership behaviors that have proved successful in their organization.  Some of these behaviors are personality-specific; many are flawed.  POV uses developmental principles that engage leaders' intentional minds while making conscious decisions about the impact of their own behavior. We help leaders shift their perspectives as they become more positively engaged in meeting organizational goals while developing people.

Leadership Development
We provide our coaching services in partnership with individual leaders' interests to enhance their leadership influence. We intervene at the intersection of (1) building an individual's personal vision and (2) helping them reshape values in their defined context of personal effectiveness. We do this by customizing "intellectually emotional" experiences that help leaders, organizations, and social aspects of organizations improve performance. We use a positive psychology model which is anchored in well-defined personal definitions of vision, strategy and organizational effectiveness.

  
 Coaching
We are certified to administer, compile reports, and debrief the most effective contemporary psychometric and organizational assessment tools available to major organizations. 
CAPABILITY:
  • Monitor assumptions, risks, dependencies, and cultural challenges;
  • Measure leader rigor and areas for enhancement
  • Develop customized plans that suit a leader's interests, personality, and comfort areas in alignment with organizational tolerances.
Assessments
  • Effective communications that inform stakeholders of  the meeting requirements
    • (1) the reasons for the session (why change might be important?);
    • (2) the benefits of successful implementation (what is in it for the organization, and the people); and
    • (3) the details of the change (when?  where?  who is involved? how much will it cost? etc.)
  • Help employees who resist new approaches understand the rationale and benefits associated with intended new directions.
  • Model agile leadership skills to encourage others to adapt and align  with the organization's overall strategic direction 
      
        

Meeting Facilitation