The hallmark of ILS is our relentless pursuit of excellence and our ability to discover and create practical, innovative, engaging, and results-based learning experiences for our clients. Together we bring over 60 years of leadership and 40 years of consulting experience to the table. Our careers span every level of corporate life from senior executive to management to front line employee.
Our approach is to engage our clients in the process to arrive at best, practical conclusions via meetings, coaching, and dynamic interactive classroom experiences. Our knowledge is vast but we're not the experts on everything. As a result, we believe in strong collaboration with our clients knowing their expertise is valuable in problem solving. An organization builds sustainable leadership on a solid learning foundation.
The Architecture of Leadership process helps create that foundation by developing skills including but not limited to: coaching and mentoring, fostering a culture of feedback - formal and informal, making projects available that are challenging, and by sharing best practices across department lines.
Our approach is to engage our clients in the process to arrive at best, practical conclusions via meetings, coaching, and dynamic interactive classroom experiences. Our knowledge is vast but we're not the experts on everything. As a result, we believe in strong collaboration with our clients knowing their expertise is valuable in problem solving. An organization builds sustainable leadership on a solid learning foundation.
The Architecture of Leadership process helps create that foundation by developing skills including but not limited to: coaching and mentoring, fostering a culture of feedback - formal and informal, making projects available that are challenging, and by sharing best practices across department lines.
Services
Encouraging individuals to work together and be productive in the workplace should be a relatively easy task.
However, all too often, we find people function as a "group" of individuals, but never make the final leap to become a true team.
When ILS partners with an organization, we begin the process by conducting an Internal Reality Assessment, which includes interviewing team members and conducting focus groups to gauge team climate.
The data we collect allows us to identify critical team issues.
However, all too often, we find people function as a "group" of individuals, but never make the final leap to become a true team.
When ILS partners with an organization, we begin the process by conducting an Internal Reality Assessment, which includes interviewing team members and conducting focus groups to gauge team climate.
The data we collect allows us to identify critical team issues.
In an increasingly complex and uncertain economic environment, organizations must continually ask themselves: Are we developing leaders at all levels for the long term?
How are we teaching, mentoring, coaching, and giving relevant feedback for a leader's growth?
What is our succession planning strategy organizationally, not just at the senior level?
How are we assessing our bench strength and building our leadership pipeline?
Are we building a solid foundation of leadership using a blueprint that best fits our organization?
How are we teaching, mentoring, coaching, and giving relevant feedback for a leader's growth?
What is our succession planning strategy organizationally, not just at the senior level?
How are we assessing our bench strength and building our leadership pipeline?
Are we building a solid foundation of leadership using a blueprint that best fits our organization?
A high potential employee is promoted into a first level supervisor role and within months department productivity is at an all time low.
A mid-level rising star manager is recruited to a cutting edge corporation and, within a year, she successfully hired three other rising stars from her former employer.you.
Production line employees have experienced management turnover three times in the past six months.
They wonder what upper management is thinking.
A new "take charge" leader takes over a sluggish division and restructures it with a "my way or the highway" approach.
A mid-level rising star manager is recruited to a cutting edge corporation and, within a year, she successfully hired three other rising stars from her former employer.you.
Production line employees have experienced management turnover three times in the past six months.
They wonder what upper management is thinking.
A new "take charge" leader takes over a sluggish division and restructures it with a "my way or the highway" approach.
ILS offers leadership coaching as part of the Architecture of Leadership experience or as a stand-alone.
If possible coaching is facilitated with a 360 assessment.
The individual being coached will identify goals they want to work on based on the 360 feedback and set up a very specific action plan.
Accountability plays a key role in the coaching process.
In addition to goals and action plans, each participant is encouraged to bring current situations that they find challenging in their job.
Together the coach and leader identify ways the leader might be able to navigate through the situation to be successful.
If possible coaching is facilitated with a 360 assessment.
The individual being coached will identify goals they want to work on based on the 360 feedback and set up a very specific action plan.
Accountability plays a key role in the coaching process.
In addition to goals and action plans, each participant is encouraged to bring current situations that they find challenging in their job.
Together the coach and leader identify ways the leader might be able to navigate through the situation to be successful.
For experienced managers, Benchmarks measures 16 skills that are critical for success, as well as, five possible career de-railers.
It offers an in-depth look at development by assessing skills which were developed from qualitative research inside Fortune 100 companies.
Leaders receive feedback from their immediate boss, supervisors, peers, direct reports, family members and others in a confidential format.
Benchmarks assess 16 skills and perspectives that CCL researchers identified as being critical to successful management.
It offers an in-depth look at development by assessing skills which were developed from qualitative research inside Fortune 100 companies.
Leaders receive feedback from their immediate boss, supervisors, peers, direct reports, family members and others in a confidential format.
Benchmarks assess 16 skills and perspectives that CCL researchers identified as being critical to successful management.
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