Our talent development course is about understanding what can make people successful, what can make leaders effective, and what can make organizations great.
These are critical leadership issues for everyone today, because the rules have changed: being good is no longer good enough. Every individual, every team, and every organization must become better, because the difference between acceptable and exceptional is definitive.
This course zeroes in on the beliefs and practices that current research verifies are indisputably effective for achieving exceptional results.
The RDR Difference
Everyone at some stage ends up attending a talent development or leadership course, but Achieving Exceptional Results is based on proven competencies rather than inspirational platitudes. It’s also not restricted to “leaders,” because getting faster, smarter, and stronger requires that everyone in the organization take ownership to create commitment and accountability.
Contrasting Models of Achievement
Few organizations tap into the full range of capabilities residing in both their leaders and individual contributors. Even fewer know how to expand those capabilities for everyone. The false notion that only a select group can be exceptional is at the heart of their failure to accomplish “more with less,” and as a result many organizations limit their own success.
The Selection Theory is a dead end. The myth about achieving exceptional results is that organizations need to be in the business of selecting gifted people, and that when those people don’t live up to expectations, the explanation is: “Something must be wrong with the selection process.” The resulting strategy: “Can’t someone please hire better people?”
This approach has dominated the landscape for ages, but the data regarding high achievement points us in another direction.
The Expansion Theory is a limitless cycle. The truth about achieving exceptional results is that those willing to try can expand their capabilities through a process of consistent development. This model focuses on helping everyone get better, and the resulting strategy is, “What else can I do to lead myself, and others, to greater and greater levels of achievement?”
This approach can revolutionize your workforce.
The difference between the myth and the truth is radical. The Selection Theory generates frustration and the under-utilization of the organization’s most critical resource (its people!), while the Expansion Theory generates significantly better outcomes, a sense of purpose, and personal responsibility. Ironically, the theory that is the least productive is also the most common–which gives companies who get this right a competitive advantage.
- Motivation–participants examine what motivates human beings, what people tend to believe about themselves and others, and how to make proper attributions for success.
- Diligence–this involves a discussion of what deliberate practice looks like, how to structure assignments for development, and how to use feedback for growth.
This requires being aware of what you are good at while acknowledging what you still have to learn. Competencies for this achievement area include, but are not limited to*:
- Self-Assessment–a personal examination of competency levels plus a look at personal style and how it impacts the ability to achieve exceptional results
- Tenacity–harnessing the ability to remain focused and resolute in the face of obstacles and even turn obstacles into opportunities
*Clients can add Integrity, Maturity, Vision-Casting, or any number of desired competencies based on your organization’s unique needs and context.
This requires knowing how to interact, motivate, and assist fellow team members. People who want to achieve at the highest levels have to be serious about helping others achieve as well–especially those in formally defined leadership positions (with an understanding that leadership is not restricted by position or title). Competencies for this achievement area include, but are not limited to*:
- Coaching and Motivating Others–understanding and appreciating differences in styles, needs, and responses to leadership.
*Clients can add Connecting, Communicating, Vision-casting, or any number of identified competencies based on your organization’s unique needs.
This requires that everyone within the organization understands the importance of their contribution to the overall mission. At the end of the day, all individual and team-based improvement must benefit the larger organization or it is missing the target. Competencies for this achievement area include, but are not limited to*:
- Business Acumen–organizational success and, indeed, survival, is dependent on strategic knowledge that transcends individuals and departments.
*Clients can add Service Excellence, Systems Thinking, or any number of identified competencies based on your organization’s unique needs.