All organisations have goals and objectives to achieve. For many the goal is to make money – certainly true of for-profit companies. For others the goal might be more related to the people who use the services it provides. But whether you are for-profit or not-for-profit the rule applies – performance starts with seeking to achieve the goal of the organisation however defined. The next step is to identify the necessary conditions that must be achieved if the goal is to be achieved. Again for many for-profit companies where “making money now and in the future” is the goal, two necessary conditions would be “satisfy the market now and in the future” and “satisfy the team within the company now and in the future”.

Once the goal and necessary conditions are defined then measurements must be put in place to determine progress towards the goal and the achievement of the necessary conditions. Violating even one necessary condition means that the goal cannot be achieved, so being able to measure all three is paramount.

This is where the gap usually appears: where we are today is not where we want to be. Many companies fall short of achieving the goal, and often manage to violate a necessary condition or two along the way! Clearly action must be taken, and we often come across companies where senior managers are taking action, any action, to try and close the gap. Now taking an action is actually the third step in a simple and logical process, but not everyone recognises that fact.

Thinking for Change

Whenever a gap is found to exist between actual performance and expected, the call goes out to improve things – but in what direction? What must be done to effect an improvement? This is what the Thinking For Change (TFC) methodology sets out to achieve. The TFC methodology is designed to address problems and issues related to achieving goals and objectives at three levels, that of the organisation as a whole, that of the team, and perhaps most importantly the individual.

The TFC methodology focuses on addressing and meeting the needs of individuals, teams and at the strategic level, the whole of the organisation. It is an holistic approach which demands a high level of rigour in order to determine core issues and deal with them once and for all. Applying the TFC methodology involves a combination of teaching, practicing the tools and techniques taught on real issues live within the organisation and on-going support and coaching in the use of the TFC toolset.
The TFC process is explained in more detail on our Organisational Focus page - please see link below.

These are the four key areas of our 'Achieving Greatness' development programme:

• Personal Focus
• Team Dynamics
• Organisational Focus - the Thinking for Change Programme
• Organisational Diagnostics

These areas encompass life coaching, team coaching, business coaching and executive coaching as well as on-going mentoring. We have the ability to develop the Thinking Organisation and carry out organisational diagnostics to determine just where an organisation is against where it should be - and then we work with you to determine how to close the gap. This applies at the levels of the individual, the team and the whole organisation from where we can assist with developing leaders, managing transitional change and improving both communication and motivation throughout the organisation.

This approach is about developing the core values that people have, recognising that values lead to value and the importance of releasing the potential that lies within all employees. We focus on enhancing leadership and team dynamics using skills we possess from time spent coaching in sports such as rugby and sailing and in organisational development. In addition we use other techniques such as the Belbin Team Roles analysis in order to enhance the analysis and create a real, robust platform for managing change in any type of organisation.

Our approach brings powerful focus to the issues of problem solving and decision making, ensuring that decisions are aligned with corporate goals and objectives. This links into areas such as Corporate Social Responsibility and Corporate Governance which have taken on such prominence in recent years.