We help client managers and salespeople to look afresh at their relationship with clients. We help these leaders and their teams develop practices that surface the real issues clients are grappling with and to develop a strong sense of purpose around their role in helping clients. Client managers and salespeople thereby develop a deeper connection with their clients and change their thinking such that there is a stronger and more authentic alignment of interests between both parties. Take a look at our offerings below, or contact us for help finding the perfect fit for you.
Workshops
InterActive Client Management™
InterActive Client Management™ is a three day motive course which employs Burnham Rosen’s Thought → Action → Outcome methodology. Participants learn how successful account managers interact with their clients and navigate various situations and internal systems. During the workshop, participants embark on a path to develop the competencies needed to build impactful client relationships; follow-up coaching helps participants target their learning directly to their situation and create a plan for change. Includes a personalized motive profile and four hours of one-on-one coaching with one of our consultants.
InterActive Selling™
InterActive Selling™ is a three day motive course which employs Burnham Rosen’s Thought → Action → Outcome methodology. Participants learn how successful salespeople conceptualize the sales process and interact with their clients to produce world-class sales results. During the workshop, participants embark on a path to develop the competencies needed to produce enhanced sales performance; follow-up coaching helps participants target their learning directly to their situation and create a plan for change. Includes a personalized motive profile and four hours of one-on-one coaching with one of our consultants.
InterActive Influence™
InterActive Influence™ is a two day workshop which helps participants improve their ability to impact decisions and issues both within their organizations and with their clients and communities. Participants learn the mindset of influence and skills to become more influential. Each participant develops a strategic plan and commits to monitoring progress with a coaching partner after the workshop.
Coaching
InterActive Coaching™
InterActive Coaching™ helps leaders develop the competencies for superior performance. Coaching involves the assessment of strengths and areas for development, based on the empirical measurement of Motives and the role-specific research data on superior performers in equivalent roles. BRG coaches help leaders analyze the motive demand of the situation and develop or strengthen the motive and practice that is most likely to produce successful outcomes.
Clear and measurable goals are established in a partnership between the leader and the coach. Often, the leader’s supervisor and/or HRBP are part of this partnership, as applicable. Frequent feedback with supervisors, reports and other colleagues ensures the coaching is translated into real-world change. Our coaches work individually with every participant, helping them apply what they have learned and helping them develop the skills to coach themselves over time.
Resilience Coaching
Under typical situational demands, our neurochemistry cycles in a resilience zone. But in times of crisis, extreme situational demands produce a sustained threat state, causing diminished cognition, regression and depletion over time. BRG Resilience Coaching helps leaders learn and use the tools to break out of the threat response cycle and move from crisis to flourishing.
Developmental Assessments
Development Reports
BRG Development Reports are comprehensive assessments that use empirically-derived motive analyses and behavioral event interviews to assess the individual leader against the competencies required for their particular role. The reports include competency strengths, areas for development and a comparison of the individual to the model for superior performance. Whether used on its own, or in combination with a 360 report or survey, the Development Report is used to create a development plan centered around a coaching program to reach specific development goals.
360° Reports
We believe that coachees benefit from explicit and concrete feedback from a range of people both in establishing their goals and in evaluating where they are now and where they need to go. Typically after a preliminary discussion with the coachee and the coachee’s manager(s) and HRBP, a list of people to (be interviewed is agreed upon, ranging from 6 to 15 people, including peers, the manager(s), direct reports, and occasionally customers.
Coaching sessions, the coachee’s individual motive profile and the one-on-one interviews are confidential to the individuals involved. This ensures that responses and discussion are as authentic and honest as possible. Only goal-setting and aggregate evaluations are directly shared with other individuals involved. After the interviews, the coach prepares a report which summarizes the following:
- What the interviewees believe the coachee’s goals in terms of his/her role should be and why.
- The interviewees’ perceptions of the coachee’s current competencies and strengths around accomplishing those goals.
- The interviewees’ perceptions of the coachee’s developmental needs in relation to those goals.
This process provides rich and specific data to the coachee – and the coach – both in the formulation of the goals and in identifying areas to work on to really improve performance. This report is shared with the coachee’s manager and the HR Business Partner directly.
360° Surveys
BRG also administers online surveys about leaders that are similar to the interview-based 360 reports in that we gather the views of the people who work with the leader on a regular basis. Those surveyed include: managers, direct reports, project reports, peers, internal clients, and external clients as applicable.
The online survey typically is composed of approximately 48 multiple-choice questions and can be completed in 10-20 minutes. Responses are aggregated in the report so as to not expose any individual’s response (except for their direct manager). The survey often includes an optional section at the end where respondents can make 1-2 paragraph comments about what the leader does well; what they could do differently; and specific suggestions for their development. Those responses are similarly anonymized.
Compared to 360 interviews, the brevity of the online survey is both an attribute and a limitation. On the one hand, the views of a larger group of people can be gathered relatively easily. Because the survey can be completed at any time, scheduling a busy leader for an interview is not a factor. On the other hand, no online survey can explore questions or development areas to the depths possible in an interview.
Because the survey uses a consistent set of questions, it provides data that enables comparisons between different relationship groups (peers vs direct reports, for example) as well as comparisons between leaders and their organization or org units. However, like other BRG offerings, such comparisons are used to identify development areas – and not to simplistically rate leaders. Because the survey results are likely to create areas for further discussion and development, the survey is best used in combination with 360 interviews and a commitment to coaching and development.