Because leadership is hard. Because uncertainty is normal, and never really goes away. Because power and position alone don’t produce results. Because having a plan doesn’t mean your organization will execute it.
Because one of the greatest opportunities to create incremental value, in almost any organization, is to improve execution: the alignment, engagement, and collaboration of the people whose work produces results. The art of unleashing and guiding human energy is still poorly understood and inconsistently practiced – it may be the weakest, most primitive aspect of “management science.” Even modest improvements can produce important benefits.
Because the leverage is extraordinary: Working with awareness isn’t costly, yet the payoff from genuinely shifting the mindset of a team or a workforce can be enormous. At best, when real learning takes place across an organization, the benefits amplify. These can be sustained and even increased over time.
Because people and organizations often have trouble determining what’s most important and then getting it done. As organizations get flatter, leaner, and more matrixed, they depend more on genuine understanding, agreement, and commitment among colleagues. But human nature was not designed for collaboration on this scale, at this pace. Sometimes, human nature gets in the way. It’s hardest when strategies require people to work together across boundaries… accept insecurity and risk… let go of turf and control… speak candidly and listen well even when it’s awkward… and generally behave in ways that earn influence and respect. Let’s face it: Work in organizations sometimes requires unnatural acts, subordinating personal interest for the greater good. So every workplace – including the C-suite – has its share of pretense, avoidance, and denial. Simply raising the level of candor – improving what Accompli calls “the quality of conversation” – can produce better thinking, better decisions, and better execution.
Because the same basic needs show up across scales. For instance, neither the individual leader nor the workforce as a whole is likely to sacrifice comfort and alter longstanding habits without compelling reasons. Coercion doesn’t help much: In the end, effective execution depends on people who choose to devote their energy to a cause.
Because there is a need for creative, insightful advisory services that traditional consultants, coaches, facilitators, and trainers may not address. In the end, the performance of most leaders is measured by the results they achieve. These leaders want partners who are focused on exactly the same ends – and capable of helping to achieve them. Such partners are hard to find.
Because a change agent from outside the organization, free of the conflicts of interest between employer and employee, can bring objectivity and detachment that may not be as available to insiders.
Because the value proposition makes sense. Accompli designed its business model to optimize alignment of interest with clients. Focused on the human aspect of delivering results, especially in high-stakes situations, Accompli leverages minimal resources to achieve outcomes that are strategically and/or financially significant to clients. A radically lean approach delivers only what’s valuable. The methodology of leveraging learning increases the payoff: Accompli’s collaborations with clients optimize learning and development – as side benefits of getting essential work done. So the client can win in three ways: outcomes are achieved; individuals and teams develop and grow; and the organization acquires new capabilities, even as the culture evolves.
Because even the very best people get it wrong – especially out on the edge, doing what they and their colleagues haven’t done before.
Because even the very best leaders can do better with help.