The forton group 2014 information pack - who we are and what we do

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An overview of the Forton Group: who we are; what we do; our approach to leadership development and how we deliver leadership excellence through research, consulting, coaching and facilitation services

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The forton group 2014 information pack - who we are and what we do

  1. 1. Information pack 1. Who we are 2. What we do 3. Our approach to leadership development 4. Delivering excellence ©2010 The Forton Group Limited
  2. 2. Who we are: • An experienced group of consultants, coaches, trainers and facilitators • Backgrounds in leading and managing in large organisations • Committed to igniting excellence in leadership • Accredited to world-class standards
  3. 3. What we do: we provide practical tools for leadership success • • • • • • Research Consulting 1-1 & team coaching Accredited coach training Group facilitation Action Learning Networks
  4. 4. What people say… “I came away with a whole new range of practical tools to work with. The course facilitators’ excellent delivery and stimulating course design ensured that a group of people with different backgrounds and experience levels worked together and achieved their individual expectations from the course.” Emma Warren, Managing Director Portfolio Directors Ltd
  5. 5. What we do: we create leadership coaching communities for clients • Accredited Coach Training • • • • • Building an internal coaching community Continuing professional development Coach supervision Impacts, outcomes and ROI Maintaining coaching standards
  6. 6. What people say… “The Forton Group enabled BT to develop an internal professional coaching faculty which has delivered significant business value both to individuals and the company. I would strongly recommend them to any organisation looking to introduce or advance their internal coaching capability." Richard Cullen, BT
  7. 7. We deliver leadership excellence in the private, public and non-profit sectors:
  8. 8. Clients include
  9. 9. A selection of our Healthcare Clients
  10. 10. A selection of our Non-Profit Clients
  11. 11. 3. Our approach to leadership development
  12. 12. We work with…. •Individuals •Teams •Leaders …across & between groups and organisations
  13. 13. What Leaders Do: Schroder model
  14. 14. my360plus behavioural leadership feedback model • Based on Schroder Behaviours • Comprehensive strengths profile – Clear explanations – Benchmarking – Coaching comments • Users share development goals with their network • Participants receive direct feedback from raters & peers on progress • Goals are tracked as they are achieved
  15. 15. Strengths-based leadership “Leaders have more potential for growth by building on their strengths rather than fixing their weaknesses and thereby achieving consistent high performance” • “Effective leaders – Invest in their team members’ strengths, – Build well-rounded (diverse) teams – Understand the needs of their team members” (Rath and Conchie) Underutilised Over-utilised Strengths in Balance
  16. 16. Transformational Leadership* • “Transactional • “Transformational leaders focus on leaders focus on gaining “transforming” compliance by others to support giving and each other and the withholding rewards organization as a and benefits.” whole.” *Definitions: Prof. David Burkus
  17. 17. What transformational leaders do Individual consideration Intellectual stimulation Transformational leaders demonstrate Inspirational motivation Idealised influence* * They model or „live‟ the behaviours they expect of others
  18. 18. “Followers respond to transformational leaders by working harder and displaying more trust, admiration, loyalty & respect” Positivity Productivity Positivity & Productivity Model Commitment Cohesion
  19. 19. Self-consistency model Consistency with • Vision, values & authenticity • Empowering beliefs • Emotions • Strengths • Professional skills • Personal, learning & leadership styles
  20. 20. Emotionally-Intelligent Leadership Self-aware Self-management • Emotional language • Emotional states • Emotional triggers • Choice, not suppression • Resilience Goleman‟s model Socially-aware • Empathic Relationship management • Influential
  21. 21. Wilbur’s Whole Systems model • Helps our clients navigate complexity • Success = accessing & utilising resources well Interior Exterior Individual Individual (interior): personal attitudes/feelings /beliefs/values “what I stand for” Individual (exterior): personal behaviours “how I deliver” Collective Collective (interior) Group culture: attitudes/feelings /beliefs/values “what we stand for” Collective (exterior): group behaviours: “the way we do things around here”
  22. 22. Behavioural Change model We are programmed to respond from the inside out. When we address what lies below the surface, lasting and motivated behavioural change is achieved. outside Behaviours Feelings inside Attitudes Beliefs
  23. 23. Positive Attitude model “Create a powerful vision for where you’re going; hold empowering beliefs that support the behaviour you need, to achieve the results you want”
  24. 24. Case study: Clarendon Marketing “The programme really opened my eyes to the benefit of coaching and the value of using a model like this for starting conversations about developing leadership. Speaking about my vision for the company with everyone in the room was really positive and prompted the team to take stock and think about who we are and where we want to go together. This gave us the impetus to review our company strategy.” Lynda Connikie, Managing Director, Clarendon Marketing
  25. 25. 4. Delivering Excellence
  26. 26. Our clients win awards!
  27. 27. Case study: Network Rail Marc Auckland, Network Rail, Head of Leadership Development and Performance. 15th July 2009
  28. 28. The Forton Group contributed to these awards through consulting, coaching and training services: • Key leadership needs analysis • Developing the HMS Sultan project • Designing & delivering opening module of Warwick University Stepping Stones programme • Training apprentices, managers and senior leaders in a leadership/coaching skills programme • Coaching 50+ senior managers 1-1 • Researching outcomes and effectiveness evidence
  29. 29. University of Queensland post-graduate report on our work
  30. 30. The ROI evidence • Identify objectives • Define clear outcome measures • Find the evidence • Document the challenges • Focus on the improvements • Evidence includes – Reduced time and cost to complete projects – Cost savings through improved efficiency – Higher employee engagement scores – Better communications – Increased personal effectiveness
  31. 31. We measure the impacts • Assess intervention effectiveness against: – – – – – Personal, professional & technical skills Leadership capabilities Company values Quality of Life factors Business goals • Baseline & Benchmark – Measure actual business impacts in £$€
  32. 32. We maintain our standards • Client briefing days • • • • • • Coach development Online networks Teleclasses Summer school Supervision/mentoring Accreditation
  33. 33. www.thefortongroup.com T: +44(0)845 077 2980 #1 info@thefortongroup.com ©2010 The Forton Group Limited

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