Client-Specific Growth Strategies
We recognize that any attempt to shift company culture, develop new skills, improve process, or introduce new practices is essentially an exercise in change management that will be met with varying degrees of resistance from your staff.
We also recognize that legitimate differences exist in experience, skill and motivation. To address these realities we employ an active client engagement and adoption strategy that seeks to identify and connect your staff's motivation and desire for change with the practical benefits associated with the consulting and coaching services we provide. Our process is executed as three fundamental phases.
1 • Strategic Assessment & Process Improvement
Our strategic assessment is the consulting phase of our work and the foundation on which every client engagement is built. It’s value lies in our ability to gain an in-depth understanding of the unique character of your business.
As a prospect, assessment begins the minute we begin speaking with you about your business - the goals you are trying to achieve, the challenges that are inhibiting your efforts, and what is required to ensure a successful outcome. As our client, discovery transitions into a formal series of executive, management and staff-level conversations that allow us to evaluate staff competency and skill, as well as the effectiveness of the process, practices, systems and resources that are meant to support them. Conversations also provide a platform from which we identify staff motivation, satisfaction, trends and the positive implications of working together.
By design, the strategic assessment clarifies assumptions, prioritizes areas of need, and establishes an accurate baseline from which an effective client-specific skill development and process improvement strategy can take place.
All strategic assessment responses are mapped to a proven set of process management, performance management and value creation measures that enable us to accurately identify the strengths, weaknesses, and oversights that positively and negatively affect individual, departmental and enterprise performance.
Our recommendations are captured in either individual, departmental or enterprise development plans that outline our implementation. All Emergent Business client implementations are phased. Based on our experience, we believe phased approaches to skill development and process improvement are more manageable, less threatening, and more successful with respect to staff adoption, motivation and momentum.
2 • Resource & Process Design
As an Emergent Business client you will benefit from custom resources that are designed to address the deficiencies in process, practices, and skills identified in the strategic assessment.
Primary areas of focus include value identification, narrative development, skillful guided discovery, and motivation-based methods of inquiry. You can expect refinements in key areas such as strategic planning, key performance objectives, strategic sales and account management, channel sales and partner development, customer service and satisfaction. You can also expect these modifications to be reflected in the digital tools, application interfaces, metrics and reporting that support these disciplines.
In our approach, the integration of past and present investments in training and consulting remains a cornerstone of our framework. Common areas include leadership, sales, business development, and organizational development. Investments in computer software and digital technology also apply. We remain committed to maximizing their impact in the context of the Value Creation Framework.
It is important to note that in many cases our work in value identification, narrative development and motivation-based inquiry provides insights and connections that are useful to marketing and communications professionals responsible for the development of collateral, presentation materials, proposals, and campaigns.
3 • Strategic Coaching & Performance Improvement
Strategic coaching is the logical consequence of our assessment and design phases. Coaching sessions are intended to build skill, improve competence, and allow your staff to experience the practical benefits of executing our framework.
In our sessions you can expect to be introduced to new concepts, to engage in discussion, to role-play, and embrace new skills. All coaching sessions are results-driven and emphasize the application of newly learned skills in practical workplace situations where your staff will identify opportunities, engage those opportunities, discuss outcomes, and make real-time course corrections in order to achieve successful outcomes. Team sessions are intentionally limited to ten participants in order to maximize staff participation and comprehension, while the participation of your executive and management team ensures the solidarity of staff objectives, process, practices and skills among senior and staff level personnel.
We know from experience that individual successes that lead to greater understanding, lead to increasing levels of enthusiasm, competence and success in and among employees.
Coaching consists of routinely scheduled team, small group and individual coaching sessions. Each session is designed to consistently build upon the skills, practices and content introduced in prior sessions. The integration of client-specific resources along with the modifications made to your process, practices, and systems are an integral part of each session. Session objectives and certification requirements are clearly defined and are intended to set staff expectation, increase preparation, and maintain forward progress.
Communication with executive and management level personnel is routine. Sessions focus on staff progress, potential course corrections, process and performance management implementation, as well as the integration of value creation practices into strategic planning, sales, account management and support. Staff sessions are equally valuable and used most effectively to address staff specific areas of weakness, to accelerate the adoption of new skills, to define account-specific strategies, and reinforce the importance of maintaining a value creation mindset.
The Sobering Reality of the Sales and Business Development Professional
“As Managing Principal for the New Mexico operation of a national financial planning company, I engaged Joe Merlino's services to assist with training for financial advisors. Joe met with me several times over a number of weeks with a goal of fully understanding our products and processes. I found Joe to be an expert in training methods as well as the competencies I needed him to work with, which included personal marketing and values based selling. In spite of this expertise, he made significant effort to successfully understand the specifics of our company's approach. Although the program he designed was initially intended for newly hired trainees, we found the program to be significantly beneficial to senior members of our operation.”