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Feroce Leadership
Training applies the lessons our founder, Cameron
Powell, and his
leadership coaches have learned in their
lifetimes of studying, experiencing, and practicing
leadership, sometimes consciously, sometimes not,
mistakes included. We offer on-site leadership seminars, conferences,
workshops, and retreats, as well as one-on-one or team-based
leadership coaching. We also specialize in
reducing the "organ-rejection" rate of newly hired
leaders from the body corporate.
Feroce
Authentic Leadership Training
Onboarding
Programs to Reduce New Hire
“Organ-Rejection”
Contact
us about setting up a seminar, conference, or
program for you or your company.
Feroce
Authentic
Leadership Training
Authentic Leadership
development at Feroce can take the form of:
•
leadership seminars or programs for small groups of
leaders
• leadership conferences for larger groups of
leaders
• one-on-one or team-based leadership
coaching
The distillation
of Feroce’s transformational methodology is what we call
Authentic Leadership. Authentic Leadership:
• is founded in the
demonstrated authenticity, sincerity, empathy, and
good faith of a leader who has been trained to show a
caring for other people at least equivalent to his or
her own concern for personal advancement and ego (when
we say that people “believe” in a leader, what do we
imagine it is they believe in? It’s certainly not the
leader’s promotion)
• reduces costs and
increases productivity by reducing the tremendous
costs of turnover, illness, absenteeism,
“presenteeism” (working ineffectively while sick), and
the diminished productivity of employees who are
resentful or even busy looking
elsewhere
• is not based on
fear or intimidation. Authentic leaders do not
fabricate and exploit employees’ fear of poor
performance evaluations, firings or demotions, blocked
promotions or rejected raises, or humiliation before
others. This is a form of following, and one of the
most pernicious.
• fuses mere theory
(of leadership “styles”, “qualities”, “skills”) with
practice through means that are both situational and
absolute
Any person – and executives learn as persons first
and last – can learn and develop forms of mindfulness
and awareness that make her less reactionary and
insecure and more generous, authentic, and at ease.
That is leadership training that sticks, lasting beyond
any seminar or book.
There is no “business” skill that is not
primarily a personal skill or character trait, and so as
the person goes, so goes the executive. That’s why, in
our executive, business, and leadership development, we
stress training on:
• How and why to
listen to and understand one’s self and others,
including:
o Conveying feedback
to others – employees, clients, colleagues --
sensitively and in good faith, with generosity and
empathy, and listening sincerely to the feedback
offered by others
o Trusting one's
best personal judgment, resources, and knowledge, and
respecting others when they do the same
o Accepting our
own and others’ innate creativity and what flows from
it
• How and why to be
authentic and honest with one’s self and
others
o Expressing our
reactions and motivations openly and honestly and
making others secure to do the same
• How and why to
foster the development of others as much as our
own
Our
leadership
coaches' approach to
leadership coaching is founded on these very traits,
attitudes, and actions.
We have programs
for individuals, team
leaders, small businesses, corporations, and
non-profit or social organizations and entrepreneurs.
Onboarding
Programs to Reduce New Hire
“Organ-Rejection”
We specialize in onboarding
programs for new executives designed to reduce the high
and very costly failure rate that most businesses
suffer.
According to a recent study by
Manchester, Inc., a leadership development firm in Bala
Cynwyd, PA, 4 out of 10 newly promoted managers and
executives fail within 18 months of starting new jobs.
"Failing" includes being terminated for
under-performance, performing significantly below
expectations, or voluntarily resigning early. Why did
they fail? Amazingly enough, in almost every case it was
because the company had made no efforts at all to bring
the new leaders fully on board, a process sometimes
called “onboarding.”
Major reasons for failure
in a new position:
Companies failed
to establish a cultural
fit.........................................75%
Leaders
and companies failed to build teamwork with staff and
peers....52%
Leaders had insufficient clarity about
what their bosses expected..........33%
Executives
weren’t given the required internal political
savvy.................25%
Companies had no process to
assimilate executives into the
firm..........22%
These failures are eminently
preventable! Yet year after year, companies bring in new
leaders with little more orientation than an explanation
of how the computer network functions and perhaps a few
luncheons with peers or subordinates. The result is:
organ rejection by the corporate body.
And the
leaders keep failing for the same common reasons; in
addition to those cited above, we find unclear or
outsized expectations, a failure to build partnerships
with key stakeholders, a failure to learn the company,
industry or the job itself fast enough, a failure to
determine the process for gaining commitments from
direct reports, and a failure to recognize and manage
the impact of change on people.
What companies
need is executive onboarding of newly recruited or
recently promoted executives. We began working on
onboarding in 1999, and attaining cultural fit and
helping new hires to find legitimacy among peers and
subordinates are among our specialties.
Contact us about
leadership training or onboarding now.
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