Tools

In order to sustain the strategies for “training and change”, LEAD makes use of a selection of tools to improve the effectiveness of its actions.

New coaching perspectives: peer coaching

Coaching, both for individuals and teams, to guide them through challenges, if based on the achievement of measurable results, is a fundamental element of success. However, what happens when the coaches pack their bags at the end of the contract?

LEAD recognises the need to establish a support structure for those who are involved in a change process inside each different context and transfers skills and best practices regarding coaching and mentoring to the teams with which it works. This commitment is based on the belief that a process of change cannot become effective and sustainable if it is not faced from a systemic point of view – in terms of personal growth and of the relationship between each member of the staff and the working process. Peer coaching is proposed in this context, since it is based on the ability of the individuals who are the prime resources of the company, to sustain each other in a constructive way.

Skills and competence analysis and development

Only when you recognize your skill can you refine and transfer it to other members of your team. Latent skills are often underestimated and used in a sporadic way in a working context. In this field, LEAD commits is to help its clients to discover and exploit the latent talents of its internal resources. This in turn means that it is no longer necessary to search for those skills outside of the company.

Figurative and contextualized learning games

Figurative contexts can be useful to emphasize dysfunctional behaviour and to produce positive reflections since participants are free from previous conditionings and can be more open and honest when discussing potential weaknesses. Furthermore, the recreational aspect encourages participants’ full involvement.

Support for change

People involved in a changing project often show more or less explicit resistances. Support actions to the team in order to verify the opportunities, resistances and functional and dysfunctional behaviours in relation to the change help the staff involved to understand how to face up to the change in a positive way. If we all understand what we have to gain and can see the achievement of the desired results, we will embrace the change more willingly.

Best Practice Lab

These are methods applied in order to enhance, spread and combine positive company experiences within the company and its partners. These best practices are examined, codified and then disseminated among the departments of the company. However, it is rarely possible to simply lift and shift, so the introduction of new best practices requires accompanying – this can either be done by LEAD or LEAD can guide an internal team.