Our reputation has been built addressing these truths …

• The scale of ones contribution correlates directly with the scale of their self awareness.
  
  
• Confidence isn’t developed in a job – it is developed within a committed contributor.
  
  
• For true leaders - eliciting excellence from others is not an option.
  
  
• No less than 25% of an organization’s top talent is looking for more challenging work.
  If they cannot be advanced – they will likely leave.
  
  
• The underpinnings of performance lie in intrinsic motivation. Employers must engage it.
  
  
• No one is just promoted – they are justly promoted.

People are so busy getting essential work done they often fail to commit to shared efforts to sustain great performance. Leadership is about influence – period. Managers must be empowered and equipped to get things done with and through others. We make things happen!

We don’t build heart … we make sure it is engaged.

While we work with a variety of world-class professional development resources – it is our one-on-one and small group coaching that melds our wisdom with that of our clients. Together, we figure out what has to be done to improve performance. We ensure that the outcomes of our coaching relationships show up very noticeably in individual and business results.

We realize that it is what exists within a true professional that fuels and drives their success.

Our delivery of leadership development coaching is very personalized. Our services support individual, group, and enterprise success. Our programs cause leaders and managers to make a lasting impact on their organization.

YouTube Reality Check - www.youtube.com/user/PeopleStreme

Leadership Development Requires Coaching

Senior managers must develop leadership prowess and strengthen their management skills at one level while continuously preparing for the next. Research suggests the following top 5 reasons to engage leadership development coaching:

• Averting the enormous (often hidden) costs of recruiting and replacing key managers. All too often, exiting talent joins the competition. It is risky and expensive (sometimes 4 times the annual salary) to replace highly valued employees. A cascade of positive implications exists when high potential/high value managers stay.
  
  Matthew Ryan & Associates has worked with Sharon Jordan Evans, co-author of a highly regarded book on retaining talent: Love ‘Em or Lose ‘Em www.keepem.com
  
  
• Expansion of quintessential leadership influence. According to John C. Maxwell, a leading author and management consultant/coach to Fortune-ranked companies, “Leadership is about influence – nothing more, nothing less.” www.johnmaxwellonleadership.com
  
  
• Raising the productivity and performance of others. Few people work in silos. There must be a win-win. When someone is advancing their own cause (with leadership development coaching) top management should expect corresponding group performance improvements. Some of the largest measures of leader effectiveness include the measure of outcomes created by others. www.ccl.org/benchmarks
  
  
• Influencing status as an employer of choice. While many companies are spending less on training and development, they must develop key contributors. This enhances the attractiveness of the company as it works to attract top talent. They must develop their own leaders of tomorrow through a succession management plan. Leadership development coaching is a primary feature of such plans, according to Eric Kaufmann and Susan Curtain of Insights4Results. www.insights4results.com
  
  
• Improved use of management models and exploration of new best practices. Coaching should foster a sense of renewal, capture and engage best practices, and channel results to both personal fulfillment and bottom line results. The Hudson Institute in Santa Barbara, California is one the most respected developers of leadership coaches in the U.S. www.hudsoninstitute.com

Our approaches to leadership and professional development make plenty of room for up and coming high potential key contributors. We help people at multiple levels focus attention on sustainable performance and sustainable results.

Leadership Requires Coaching

A substantial amount of our attention goes directly to what is in the best interest of those with whom we have the privilege to work. Knowing none of us can will things to happen – and that all of us have to cause things to happen, we constantly press the conversation to uncover and chase the brightest possibilities. We often address:

• Clarifying Vision (for an organization or individual)
• Clarifying Values
• Clarifying Core Competencies – charting observable and measurable progress markers
• Leveraging Personal and 360° Multi-Rater Feedback
• Talent Management – linking hiring, development, retention, and succession management
• Facilitating Management Meetings & Off-sites
• Integrated Management Goals Planning

Personal & Organizational Assessments

We use research-based personal and organizational assessment instruments and when appropriate create customized assessments for client companies. We believe there are 5 stages to personal and organizational assessment. We facilitate the entire process to ensure optimal results.

• Stage 1: Selecting or Creating the Assessment
• Stage 2: Administering the Process
• Stage 3: Analyzing Results & Developing Unbiased Takeaways
• Stage 4: Determining Action Steps & Indicators of Progress
• Stage 5: Pressing to Improve and Measure Performance

We have designed national customer service field surveys and a variety of employee feedback surveys. We are certified facilitators through the Center for Creative Leadership www.ccl.org. We facilitate 360° assessment surveys including Benchmarks www.ccl.org/benchmarks and SkillScope www.ccl.org/skillscope. We are also certified to work with the Career Architect and Leadership Architect resources of Lominger www.lominger.com

Competency-based Professional Development & Performance Management

Matthew Ryan & Associates has created enterprise-wide Behavioral Competency Programs. Our programs have been embedded into company-wide development in-place training requirements. We have created observable and measurable job-tier benchmarking standards incorporated into company Human Resource Information Systems for performance management and appraisal.

Competency Indexing & Mapping (Developing Reference Points)

• Determining Competencies that are Most Important for Success
• Determining Core Competencies
• Determining Current Proficiency Levels
• Employee (Self) Ranking of Most Important to Improve
• Immediate Superior Input (comparing employee and boss data)