Growth begins to accelerate when organizations begin to focus.  That requires a shared definition of success and agreement on the key priorities for growth.

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Focus and alignment are key to accelerating growth and are achieved through the powerful Growth Pitstop™ workshops.  

What is a a pitstop?

A pitstop is powerful new form of facilitated team workshop that results in a new type of discussion on performance and potential. It energizes teams around the key opportunities for and barriers to growth.

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What is the science behind the pitstop?

The Pitstop is based on the latest research into:
– ‘Strategic conversations‘ (see next)
– ‘FAST’ strategy
– Change management
– Team coaching
– Action learning.

What are strategic conversations?

Research points to the ability to have good an open and honest dialogue around performance and potential (as in the pitstop) as an indicator of the health, as well as the future success of an organization:

– JC Spender & Bruce A Strong (Strategic Conversations)

– Richard P. Rumelt (Good Strategy/Bad Strategy)

– Chris Ertel & Kisa Kay Solomon (Moments of Impact)

– Cynthia A Montgomery (The Strategist)

What do participants say?

Here are the words used by participants to describe the pitstop experience and/or how they are feeling after it:

words used

How does the pitstop change attitudes?

The mind-set, vision and culture of the leader and the organization are the hidden dimensions of performance.

The pitstop enables managers to reflect on their own the attitudes and behaviours in respect of performance.  

What is cognitive re-framing?
  • Challenges the way people see things:
    • Tackling blind spots and false assumptions
    • Reconciling external and internal realities.
    • Objectively determined – free or personalities and politics
  • Compares and contrasts results across business units, departments and managers
  • Compensates for bias, as well as blind spots on the part of managers.
  • Checks for internal consistency – e.g. reveals hidden attitudes and beliefs that could limit growth.
  • Benchmarking against external best practice to avoid a blinkered view of reality
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