The forton group 2014 information pack - who we are and what we do

©2010 The Forton Group Limited

Information pack1. Who we are 2. What we do

3. Our approach to leadership development

4. Delivering excellence

Who we are:

• An experienced group of consultants, coaches, trainers and facilitators

• Backgrounds in leading and managing in large organisations

• Committed to igniting excellence in leadership

• Accredited to world-class standards

What we do: we provide practical tools for leadership success

• Research• Consulting• 1-1 & team coaching• Accredited coach training• Group facilitation• Action Learning Networks

What people say…

“I came away with a whole new range of practical tools to work with. The course facilitators’ excellent delivery and stimulating course design ensured that a group of people with different backgrounds and experience levels worked together and achieved their individual expectations from the course.”

Emma Warren, Managing Director Portfolio Directors Ltd

What we do: we create leadership coaching communities for clients• Accredited Coach Training

• Building an internal coaching community

• Continuing professional development• Coach supervision• Impacts, outcomes and ROI• Maintaining coaching standards

What people say…

“The Forton Group enabled BT to develop an internal professional coaching faculty which has delivered significant business value both to individuals and the company. I would strongly recommend them to any organisation looking to introduce or advance their internal coaching capability."

Richard Cullen, BT

We deliver leadership excellence in the private, public and non-profit sectors:

Clients include

A selection of our Healthcare Clients

A selection of our Non-Profit Clients

3. Our approach toleadership development

We work with….

• Individuals• Teams• Leaders…across & between groups and organisations

What Leaders Do: Schroder model

my360plus behavioural leadership feedback model

• Based on Schroder Behaviours• Comprehensive strengths

profile– Clear explanations– Benchmarking– Coaching comments

• Users share development goals with their network

• Participants receive direct feedback from raters & peers on progress

• Goals are tracked as they are achieved

Strengths-based leadership

“Leaders have more potential for growth by building on their strengths rather than fixing their weaknesses and thereby achieving consistent high performance”

• “Effective leaders -– Invest in their team

members’ strengths,

– Build well-rounded (diverse) teams

– Understand the needs of their team members”

(Rath and Conchie)Underutilised

Over-utilised

‘strengths on steroids’

Strengths in Balance

Transformational Leadership*

• “Transactional leaders focus on gaining compliance by giving and withholding rewards and benefits.”

• “Transformational leaders focus on “transforming” others to support each other and the organization as a whole.”

*Definitions: Prof. David Burkus

What transformational leaders do -

Individual consideration

Intellectual stimulation

Inspirational motivation

Idealised influence*

Transformational leaders

demonstrate

* They model or ‘live’ the behaviours they expect of others

Positivity Productivity

Commitment Cohesion

Positivity & Productivity

Model

“Followers respond to transformational leaders by working harder and displaying more trust, admiration, loyalty & respect”

Self-consistency model

Consistency with - • Vision, values & authenticity• Empowering beliefs• Emotions• Strengths• Professional skills• Personal, learning & leadership styles

Emotionally-Intelligent Leadership

Self-aware• Emotional language• Emotional states• Emotional triggers

Self-management• Choice, not

suppression• Resilience

Socially-aware• Empathic

Relationship management• Influential

Goleman’s model

Wilbur’s Whole Systems model

Interior Exterior

Individual Individual (interior): personal attitudes/feelings /beliefs/values“what I stand for”

Individual (exterior): personal behaviours“how I deliver”

Collective Collective (interior)Group culture: attitudes/feelings /beliefs/values“what we stand for”

Collective (exterior): group behaviours:“the way we do things around here”

• Helps our clients navigate complexity

• Success = accessing & utilising resources well

Behavioural Change model

Behaviours

Feelings

Attitudes

Beliefs

We are programmed to respond from the inside out. When we address what lies below the surface, lasting and motivated behavioural change is achieved.

inside

outside

Positive Attitude model

“Create a powerful vision for where you’re going; hold empowering beliefs that support the behaviour you need, to achieve the results you want”

Case study: Clarendon Marketing

“The programme really opened my eyes to the benefit of coaching and the value of using a model like this for starting conversations about developing leadership. Speaking about my vision for the company with everyone in the room was really positive and prompted the team to take stock and think about who we are and where we want to go together. This gave us the impetus to review our company strategy.”

Lynda Connikie, Managing Director, Clarendon Marketing

4. Delivering Excellence

Our clients win awards!

Case study: Network Rail

Marc Auckland, Network Rail, Head of Leadership Development and Performance. 15th July 2009

The Forton Group contributed to these awards through consulting, coaching and training services:• Key leadership needs analysis

• Developing the HMS Sultan project• Designing & delivering opening module of Warwick University Stepping Stones programme

• Training apprentices, managers and senior leaders in a leadership/coaching skills programme

• Coaching 50+ senior managers 1-1• Researching outcomes and effectiveness evidence

University of Queensland post-graduate report on our work

The ROI evidence

• Identify objectives

• Define clear outcome measures

• Find the evidence• Document the

challenges• Focus on the

improvements

• Evidence includes -– Reduced time and

cost to complete projects

– Cost savings through improved efficiency

– Higher employee engagement scores

– Better communications

– Increased personal effectiveness

We measure the impacts

• Assess intervention effectiveness against:– Personal, professional & technical skills– Leadership capabilities– Company values– Quality of Life factors– Business goals

• Baseline & Benchmark– Measure actual business impacts in £$€

We maintain our standards

• Client briefing days• Coach development• Online networks• Teleclasses• Summer school• Supervision/

mentoring• Accreditation

The forton group 2014 information pack - who we are and what we do

Education

Transcript of The forton group 2014 information pack - who we are and what we do