A senior management team defines who it needs to be.  The creation of their to-be list and the self-knowledge and resulting leadership it brings forth is timely: the organisation is developing the next generation version of their flagship software product.  They proceed to win a Product of the Year Award for excellence in the advancement of voice and data communications.

A Product Support Engineer defines who he needs to be to fulfil his potential and becomes the deciding factor in closing a £600,000.00 a year contract for his company. The account is 30 times the average deal size.

An Operations Manager defines who she needs to be during the hiring process, and who the right candidate needs to be for the position being filled. Applying her newfound knowledge she proclaims, "I feel I have made the best candidate hire ever!" More than a year later she dropped the, 'I feel.'

A Chief Information Officer defines who he needs to be during the performance evaluation process. One of his Directors states after his evaluation, "It was the best appraisal I ever had." His statement was not a reflection of the scores he received. They were satisfactory. What was outstanding was how respected, appreciated and understood he felt, regardless of the scores.

A first-time manager defines who he needs to be as he takes over the worst performing office in his region. Within the year it becomes the best performing office in the region. He goes on to become the youngest Director in the Fortune 100 company he works for.  He also increases his annual compensation more than 500% over the next 5 years.

A young manager defines who he needs to be and applies it to his email communication. A co-worker writes to him stating, "You are the best email writer I know! They are always friendly, timely, informative and to the point." Regardless of job title, clients improve email efficiency by 20-25% on average (as measured by time spent on email per week).

The young manager also loses 30lbs, quits smoking, dramatically improves the relationship with his wife, in a 30 minute conversation with a disgruntled employee makes more progress than he has in several months, is selected to his company's prestigious President's Club, is promoted, and finds the true meaning of peace of mind, joy and fulfillment. These results are typical. When an individual knows who he or she needs to be the results, personal and professional, are endless

Every aspect of business is reliant upon a set of core behavioral characteristics. To fulfill its potential, each functional department within the organisation must know what these characteristics are. Once known, the business can then hire, train, develop, promote, evaluate, and manage them accordingly.

The results noted above are a small sample of what can be expected when a business is managed from the inside/out. Powerful stories can also be told of dramatic improvements in public relations, marketing, telemarketing, direct sales, customer service, finance, and every other department within an organisation.

A vast majority of organisations manage from the outside, and never really get in. Even those with a defined set of core values rarely get to the core of human behavior; to the root of true human resource development. While it is difficult to ascertain the impact on revenue within such organisations, a measurement of stress, frustration and other (human) factors that negatively impact a wide variety of business functions will provide an indication of what is being left behind on top, and the impact this has on the bottom.

Being in business occurs when a business, as defined by all employees within, know who they need to be to fulfill their potential, and correspondingly, the potential of the organisation. It follows the idea that business makes money, but people make business. It answers the question, 'What makes people?'

Please contact us to learn how The DLS Experience Business Coaching Programme can take your business to the next level.