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Balanced Development

A Siren and Achilles

After you log in, note the left side of our dashboard calls you to balanced development. For example, teams have interpersonal dynamics (the soft side) and task oriented dynamics (the hard side). These dynamics effect the degree to which a team's impact is positive. The leader-manager's temperament will be drawn to the side that is more enjoyable. That side issues a pleasing Siren's song. The other side often becomes the Achilles' heel. Our model helps to balance attention to prevent an Achilles' heel from becoming an Achilles' hell for lack of attention.

Our Framework

Answer Four Questions

FourquestionsOur model for development is based on years of research and experience. The factors that are conducive to success are framed around four questions.


  • Who am I?

  • Who are we?

  • Where are we going?

  • What is my part?


We help you answer these questions well. The better these questions are answered, the more apt you are to succeed!

Who am I?

Deploying Personal Strength

Most people don't understand their strengths, and how truely unique and valuable they are. We facilitate the cultivation of mental categories so strengths, including the strengths of others, can be understood. Our model supports the clear articulation of those strengths in a Best Contribution™. It also supports individual development in a way that leads to better Alignment with responsibilities over the long haul. This increases retention, enriches your corporate culture, and pays long-term dividends.

Who are we?

Deploying Corporate Strength

Where are we strong? Are we capitalizing on that strength? Where are we weak? Do we agree to cover the weakness? Or do we recruit to the weakness? Leader-managers often recruit 'in kind.' Do you need a better recruiting SOP? And what about interpersonal dynamics and conflict? Most individuals unconsciously assume that the rest of the world should see and do things just like themselves. Equipping in these areas increases productivity and enriches culture.

Where are we going?

Need and Articulation

One of the leaders we worked with found that her team figured she knew what she was trying to accomplish. However, they were frustrated because they didn't know. Her response was, 'I cast vision all day long!' The response was, 'Yes, but we don't understand what you are saying.' Some teams don't need a thoroughly articulated strategic plan, but it is important to know how much communication is needed to satisfy team need, and for the articulation of that direction to be understood.

What is my part?

Clear and Managed Responsibilities

Most job descriptions are so involved that rarely can team members say, 'I know that if I do these four things well,... I'll succeed!' More often than not, asking Team Membership to articulate their top three to five major areas of responsibility results in significant differences from the way Leader-Managership understand them. The priority is off, or the measure is off, or... Some team members have responsibilities on other teams. Does Leader-Managership understand the scope of responsibility outside their own team?

Ongoing Development

Check your pulse and Respond

Teams that pursue development on an ongoing basis are more successful. Development, whether personal, team or organization, should be done according to greatest need. Two or three times per year Pulse Check™ will inform Leader-Managership and Developers where to focus development initiative. One of those could be in conjunction with annual reviews. A positive corporate culture that consists of individuals, teams and the organization all growing in capacity... a dream come true, right? Let us help you make the dream... reality!

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