for Organizations

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.

Creating the Work Focus Coaching Culture

Effective Coaching programs are the result of cultural, individual, and organizational support. Customized for organizational goals, this program works with teams of coaches to create a unified organizational model and teach coaching skills which create and support increased commitment and capacity for the coaches and those they lead.

Prior to the session, team leaders and members are interviewed to uncover and contrast the behavioral correlates that create superior versus average performance in the team or organizational area. The motive profile of the team is analyzed in conjunction, usually, with the InterActive Impact profiles of the individuals in the program and the team as a whole. In the session, team members experience and validate their models for success, learn the empirically derived InterActive Leader Coaching model and explore the impact of their personal and group profile on coaching situations and the creation of a coaching culture.

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.

Research Studies: Identifying Superior Performance in your Organization

Our proven research methodologies allow us to identify what makes top performers so successful. We work with you to develop customized, comprehensive, cohesive, and integrated developmental systems to meet the unique needs of your organization.

For example, a research study for a given role would give critical information for:

Development – Turning average performers into top performers

Culture – Creating a culture of pride, ownership, and shared accountability

Selection – Identifying those who are most likely to deliver top performance

Coaching – Developing coaching networks so your best can coach the rest

The result is a significant, measurable, and sustainable improvement in bottom-line results, customer satisfaction, and employee morale.

Customized Consulting Services

Burnham Rosen Group has designed an array of consultative offerings based on our core Thought → Action → Outcome Sequence. Building upon this model, our consultants have partnered with leaders, teams and organizations to facilitate discussions, client review sessions, and C-suite meetings. We also create personalized survey tools, assist with change management, help organizations customize competency models, and train clients in the details of our science. The strength of our consultants is their ability to listen and understand the client’s purpose and to individualize offerings to meet their needs. Contact us and we will reach out to discuss your situation, challenges, and organization and get started on customizing something that works for you.

Defining Purpose and Strategy 

Burnham Rosen Group helps leadership and project teams balance strategic thinking and managerial judgment with hard data, researching the facts to examine assumptions and beliefs that can either hold a team back or lead to success. We help you implement the optimal mix of knowledge and process to achieve your concrete business objectives. 

We work with leadership teams to identify the specific outcomes and strategic levers that clarify the organization’s direction, create implementation plans, and integrate the plans with the desired outcomes. 

A successful process heavily relies on having great people in the right roles and their willingness to understand and agree on the following: 

• Purpose: Why do we exist as an organization? What do we want to accomplish? How can we best serve our customers? What will make us proud? 
• Outcomes: What are our goals and how will we measure success? 
• Culture: Defining how the individuals we lead and other key stakeholders perceive the norms and expectations in the workplace. 
• Rewards: Defining exactly what we will be rewarded for and how we are expected to behave as we meet our goals. 

To do this well leaders must first understand themselves, question their own assumptions about what will or will not work, and finally, arrive at a new self-concept that aligns with their new goals. In other words, determine how we need to see ourselves differently and what needs to change to accomplish our goals.

Creating a Meaningful Purpose 

Purpose builds on mission and vision by also answering the question, “What will make us proud?” As such, a well-crafted purpose statement represents our best values. A purpose serves to imbue our work with meaning as well as create a template for the development of strategic direction. It can be used to: 

• Measure progress 
• Identify priorities and issues 
• Resolve conflicts 
• Focus the organization’s strategic direction 

Organizational Culture Survey™

The Organizational Culture Survey, or OCS, gives leaders a way to take the organizational “temperature” of those they lead in order to measure progress and target improvement. It benchmarks a team’s, a division’s, or an entire organization’s culture against those created by top performers in some of the world’s most successful corporations. The result helps leaders hone in on their specific strengths as well as the key areas they need to work on and, since the OCS is a leading indicator of performance, which areas most require focus in order to improve the results their teams achieve. We follow up with individual or team coaching to create a plan to institute change.

Talent Selection

Burnham Rosen Group conducts comprehensive assessments for one or more candidates. Through empirically derived motive analyses and behavioral event interviews, we assess each candidate against the competencies required for the particular role. BRG provides full profiles of each candidate, including competency strengths, areas for development and a comparison of the candidate to the model for superior performance. The Burnham Rosen Selection Profile is a useful tool for predicting performance, and also for assessing a candidate’s strengths, areas for development, and cultural fit within a group, a department, or an organization.

Succession Planning

Burnham Rosen Group Succession Planning is a leveraged approach utilizing our empirical research to identify those leaders who are most likely to deliver superior performance in top leadership roles and to increase understanding of the development needs of your succession pool. Succession Planning is as unique as the organizations that create them; Burnham Rosen Group consultants collaborate with internal resources to identify and create plans for integrating superior performance measures, targeted development plans and experiential pathways for succession planning programs that will deliver long-term superior performance. The profiles of groups of leaders in the succession planning process allows the organization to focus on the critical competencies to develop and strengthen to support long-term superior performance in your organization.