Bailey Strategic Innovation Group provides a vast array of services to meet the needs of your organization. Including:
These items represent that 'what' that we do. However, more importantly, we are focused on 'why' we do this work. Our methodology is focused on Alignment, Awareness, and Action. When we help you achieve these three things, meetings will begin to feel different, conversations will begin to feel different, productivity will begin to feel different.
Awareness is when the members of your team are aware of strategic or cultural direction of the team. It is alarming how often this step is missed.
Alignment is when the members of your organization or team are all focused on achieving the same goal. Without alignment, many well-intentioned people work very hard and ultimately do little to advance toward the strategic goal.
Action is when the members of your organization start giving discretionary effort toward achieve the strategic or cultural goal. Action is where the rubber meets the road.
The 10-Hour Strategic Plan™
Strategic Plans Don’t Take Months TO CREATE (At least they shouldn’t)
Contrary to common experience, a solid strategic plan does not take months to complete. Usually, the planning team wastes dozens of hours uselessly debating the “rightness” or “wrongness” of each others ideas.
The BSIG 8-Hour Strategic Plan is designed to get everyone in the room on the same page, and communicating effectively and efficiently. The result is unusually high degrees of alignment, and MUCH more rapid agreement on the future direction of the organization.
Focus on strategic Results, Not projects
As leaders and managers, we are tuned to see the world as a series of problems to solve. Therefore, when we think about planning, we look to accomplish projects to solve those problems. The major drawback in project-based strategic planning, is that projects are a means to an end, rather than the ultimate result. The main reason that this is so important is because we know that there are virtually infinite ways to get from A to B, and if we lock into one method, we lose the ability to try (or even consider) the others.
The BSIG 8-Hour Strategic plan method teaches people how to look at their organization with Results colored glasses, for a plan that moves the organization forward and doesn’t become obsolete when a project is completed.
“How did you do that!? I had no idea that our group had so much alignment! We got so much done in such a short period of time. I figured there was no way we could do that in literally 8 hours. This process is a god-send!”
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Let's Talk About Bias and Inclusion
In the United States, when we cross the street, we instinctively look to the left to check for oncoming traffic. When US travelers visit London or one of the many other countries where drivers keep to the left side of the roads, often times they will look left and erroneously assume that no traffic is coming.
Bias is not a bad word
Unfortunately for progress, the word 'bias' (defined as a systematic error in thinking that can influence our behaviors) is connoted as a bad word. Because of this connotation, many people are unwilling to acknowledge that they in fact have several biases, and in turn, are unable to learn from them.
We must first let go of the idea that bias = bad. Then we must explore and acknowledge our own biases. THEN we can train ourselves to choose our behavior given the understanding of our biases.
We All have Biases
Bias is rooted in psychology, and it describes our natural ability to take past experiences, knowledge, or understanding and use them to form our worldview and preferences. Often times, we are unaware that our biases exist but if I ask you ten different times to sign your name, you will likely use the same hand each time. If I were to ask you if you could sign with the other hand, you would like think or say, "no." But you can. It may not look like what you want it to, but you can. In this case, we have a bias (or preference) toward our dominant hand.
Eric Bailey Featured on Like a Real Boss Podcast with Tiana Sanchez:
A New Conversation on Bias
Diversity or Inclusion
Eric Bailey and Nicole Lance of Lance Strategies share the keynote stage at the 2017 Arizona Women Leading Government symposium.
Not Diversity for Diversity's Sake
The phrase "we are diverse" permeates organizations across the world. Unfortunately, many times, 'diversity' is a box to check, or a quota to hit. This is not the point. In fact several research studies indicate that an ethnically balanced organization performs significantly better than industry peers.
Include is a verb - Inclusion is Action
Not only is it important that we have diversity of experience and of thought represented in our teams, but it is important to actively include various people into conversation, decision-making, and information sharing. The simple act of inclusion has powerful repercussions that can change the course of a career.
Leadership Coaching
There are so many unique and nuanced aspects to leadership at every level - a proper leadership coach can help bring them all together.
BSIG Leadership METHODOLOGY
Individual executive/leadership coaching provides a low-ego environment where participants are able to honestly reflect on their actions and decisions. Customized coaching plans and development work enhances the skills of individual leaders, bringing to life the lessons learned in leadership training sessions. Regular participants of coaching find they become faster to action and are more confident in their delegation and decision making.
BSIG Leadership Coaching Logistics
Meeting format.
It is preferred that all coaching meetings are done face-to-face. If it becomes necessary to do a coaching session in different spaces, the next preference is for video conference. If video is not possible, the last preference is teleconference. Teleconference is the least desirable because it invites the opportunity for distraction. Because of the nature and design of these sessions, time appears to move quickly, and we cannot spare any moments where either the coach or the coachee are not fully present.
Meeting Timing.
It is preferred that all coaching meetings are 90 minutes in duration. Meetings that are longer than 90 minutes tend to introduce mind wandering from cognitive overwhelm. This negates the lasting effects of the coaching style.
Meeting Location.
It is preferred that all coaching meetings are AWAY from the coachee’s place of business. For a number of reasons, it is critically important to remove the coachee from their daily physical context. Primarily because it makes them feel safer to be vulnerable and authentic if there aren’t people they know in close proximity (whether or not they can hear what is being said.)
Meeting Cadence.
It is preferred that coaching meetings are scheduled at least once per month. The work that is done in the EXB coaching is designed to last beyond the coaching session. At a cadence longer than one per month, the effects of the coaching will fade and the momentum will need to be restarted.
On Call.
All of our executive coaching clients have the opportunity to have on-call coaching services when an acute situation arises outside of the normal coaching cadence. Many clients use this service as a way to share meaningful articles and gather additional points of view about decisions. It is lonely at the top, and having a coach can change that paradigm.
BSIG Leadership Coaching Unique Style
Self-Guided.
First and foremost, the EXB coaching style does not follow a set program or agenda. This is intentional because studies have continually shown that people make lasting changes when they believe that they are in control of the changes. Following a prescribed method puts the coachee in a position of following rather than leading the developments.
Psychology.
As with all of the Extraordinary Balance work, our coaching style is rooted in brain science and psychology. At times the coachee will feel that the coaching session is therapeutic. It is important to understand that while our methods are based in psychology, coaching is NOT psychotherapy. We will uncover emotions and feelings that lead to leadership decisions, then work to analyze and improve the decision making structures.
Self-Awareness.
The EXB coaching style is designed to give coachees awareness to many of the patterns and behaviors that they have become blind to. This self awareness is achieved through developing trust and vulnerability. Through decades of research on developing trust, we understand that the vulnerability of the coach is critically important to this process. Often our coaches will share personal experiences / feelings with the coachee.
Inquisitive.
Extraordinary Balance coaching is NOT built on delivering advice. There may be suggestions or leadership challenges, but the foundation of EXB coaching is based on inquiry. We ask questions of varying emotional depth to engage the coachee in the process of self-discovery. Research continues to show that humans will learn a task or new behavior faster if they go through the process of experiencing it for themselves. In this same manner, our coaches may become of a valuable insight minutes, weeks, or months before the coachee, but our coaches are trained to refrain from sharing it. Rather, they will ask questions of the coachee, walking them down the path of discovering the insight for themselves.
Confidential.
As we are not employees of the organization in which we provide coaching, our coaching meetings are confidential. The only exceptions to this rule are if there is information shared that is a matter of public safety or if the coachee and their supervisor agree in advance that certain specific details are to be shared back and forth.
Off Balance.
The EXB coaching methodology is designed to make the coachees feel off balance throughout the meeting and especially after the meeting. This is intentional. When a coachee feels off balance, they need to reorient. This reorientation will happen with the addition of the new insights gathered during the coaching meeting. In this same manner, the coaching insights will have a lasting effect on the coachee long after the coaching meeting is over. This extends but the effectiveness and the value of the coaching meeting for weeks beyond the coaching meeting.
To Explore More about our Leadership Coaching Methodology and Programs, Please Contact Us
“THE ONLY THINGS IN LEARN WE CAN LEARN ARE THINGS THAT WE DON’T YET KNOW”
Leadership Development
“Nothing in the world can take the place of persistence. Talent will not; nothing is more common than unsuccessful men with talent. Genius will not; unrewarded genius is almost a proverb. Education will not; the world is full of educated derelicts. Persistence and determination alone are omnipotent. The slogan Press On! has solved and always will solve the problems of the human race.”
- Calvin Coolidge
5 Things that leaders can do to improve team or organizational Culture
First and foremost, most managers don’t know what their organizational culture actually is. They have some official documents like Mission, Vision, Values statements, but don’t actually know the culture of the organization or the individual cultures of departments or working groups. To improve the culture, you have to truly understand what the culture is.
I once worked with a CEO who took time out of his schedule every single month in perpetuity to visit every single team around the organization. He would sit in the call center, he would go on maintenance ride alongs, he would sit with graphic designers. He wanted to know exactly what employees thought and what they were dealing with. He wanted to know the real culture. After a few rounds, employees began to look forward to his visits. His visits became a part of the culture of teamwork.
Second, identify any gaps between the actual culture of the organization and the organizational culture you aspire to create. This step requires a bit of humility, acknowledging gaps in actual vs. desired culture begins with an admission that the culture isn’t there yet. That isn’t necessarily a condemnation of your leadership, but rather it’s an opportunity to explore the various opportunities for improvement.
I once was on the organizational development leadership team of a rapidly growing healthcare firm and I discovered an alarming trend in voluntary turnover. That is HR speak for people who leave the organization voluntarily (quit). Using the industry as a benchmark, the rate at which people were quitting our company was more than double what it should have been. I looked deeper into the numbers and realized that we had a culture problem. When I brought this information to the executive team, I was met with a swift rebuke laced with the odor of finality, “Your numbers are probably wrong.”
Third, model behaviors. This step is said so frequently, it is almost cliche. The problem is that so many leaders across organizations do not follow this basic, yet impactful model of leadership. We learn from a very early age that behaviors matter more than words do. If you watch children who are similar to their parents, it’s the behaviors that highlight the similarities. Those behaviors are rarely explicitly taught, but rather observed. If you want a culture that is kind and understanding, and then show kindness and understanding at every opportunity, folks will pay attention to that. “Do as I say, not as I do.” is a proverb that grants the speaker license for hypocrisy. Model the behaviors you want to see in the organization.
Fourth, create an environment to succeed. This step is more about context than content. If you have ever tried to learn a new language as an adult, you will fully understand the importance of this step. As adults in the 21st century, we often turn to language apps like DuoLingo for a few minutes, and then, as soon as we’re done, we put down our phones and the world around us is speaking English. The context is English, and when the context is English, it is significantly harder to learn another language. Now, let’s say that you were assigned to start up a new division in Chile. You would spend your time learning the language on your phone, and then as soon as you put your phone down, the world around you is in Spanish. Your context is Spanish. In an environment like that, learning a language is not only an intellectual exercise but rather a complete experience. Similarly, we must create an environment in which our desired organizational culture can thrive. If we want a culture of timeliness and there are clocks scattered around the office all displaying different times, computers display slightly different times, or cell phones on different carriers display different times, the context is not ripe for developing that culture.
Finally, be consistent - since cultures are defined by the people in the culture, there is a surprising amount of pressure on people who do not fit the overarching culture. For example, if your organization or team has a culture of dishonesty and self-preservation, people who are honest will find themselves exasperated every time they bump into evidence of the culture. They will be looking around, mouth agape, saying, “is anyone else seeing this?!” Each time the culture is reinforced, the honest person will feel less and less like they belong. Eventually, they will leave the organization. On the other hand, if you have a well-reinforced organizational culture of honesty, people who are dishonest will feel uncomfortable. Will Durant in paraphrasing Aristotle said, “We are what we repeatedly do. Excellence, therefore, is not an act but a habit.”
We as humans have a natural tendency to progress forward and then slide backward, returning to the ways things have always been done. So changing the organizational culture is not about a big initial push, it is about generating enough momentum such that the culture reinforces itself.