Ready for Change
Are the people on your team ready for change?
How important is the correct handling of conflict?
How to shape change in an environment of shortened innovation cycles within your market?
Is there a connection between your corporate culture and your coporation's success?
Synercube - the consultant for top and middle management.
We are persistent in pursuing our customers' goals. We are fair and reliable in consulting. Systematically, we ensure the implementation of learning experiences within incompany change processes. Main focus of the consultancy is leadership behaviour and the development of work relationships of our customers.
People make decisions based on individually differing attitudes and assupmtions. Genuine, durable and profound change can be achieved, when people learn more about their personal values and its impact on results.
Therefore, the embodiment of value-oriented leadership is exceedingly important and significantly contributes to the sustainable development of individual leadership behaviour and the identification with tasks, goals and the entire corporation.
If up to date successful routines don't work or behaviour patterns don't seem to fit anymore, a conscious examination of the individual value system may lead to a new, effective prospect of chances and hidden talents. Synercube systematically accompanies you to discover these chances and to use them according to your professional challenges.
Due to focusing on the coachee's goals, precise observation, keen sense for the respondent's thinking, creation of awareness for feedback and critique, it is possible to mirror strengths and challenges and hence build a basis for successfully achieving goals.
A quote by Jack Welch
"Questions of corporate culture and corporate values are as important as figures and results.
Developing a sound and highly integrative corporate culture is not easy. Many leaders think it is a 5-minute task for HR to explain the corporate values to a new employee. When it comes to corporate culture, it is not about words. It is about behaviour and consequences. Everybody in an organisation who leads other people has the position of a "Chief Value Officer".
Employees have to be measured on basis of their achieved results and on basis of their lived values in every personal conversation and performance review.
There are only 4 conclusions:
1.) Employees with good results and sound values.
They are the good basis of the company.
2.) Employees with bad results and unsound values.
They don't have a future in the company.
3.) Employees with moderate results and sound values.
We adhere to them and support them with concrete actions.
Their behaviour justifies this support.
4.) Employees with great results and unsound values.
People who don't communicate with colleagues, who best clients behind the back, who bow above and kick below, and who at the same time always produce their numbers, are people, who are normally kept on teams by their leaders. This is, where change begins. These people should go home, and the reason why should be announced within the organization. Since the rationale is their violation of the company's values. These examples are more credible for a sound and lived corporate culture than 1000 words or mission statements carved in stone."