I help self educated managers across industries transform their skills and experience into high value assets & results
"Simplicity is the ultimate sophistication" Leonardo Da Vinci


First things first, before anything, you must make sure every managing lines after you is properly trained and coached to reengage team members from top to bottom of the organization. This step is critical to efficiently conduct quarterly team performance reviews focused on strategic key results and monthly direct report conversations, feedback, recognition focused on human capital progress and alignment.

- Everything is process
- Focus on vital, measurable indicators 
- Managerial leverage dramatically impacts organizational output
- Meetings are a medium of work
- Decisions are the output of a process framed by six questions
- Manage short-term objectives based on long-term plans
- As organizations grow speed decreases while leverage increases
- Functional teams increase leverage, mission-oriented teams increase speed
- Dual reporting increases both leverage and speed
- Manage teams by setting expectations and cultural values
- Motivate employees by “shaping the field” based on what drives them
- Use performance reviews to improve performance
- When an employee quits, it’s the manager’s fault
- Recycle high achievers who are over-promoted
- Training is the manager’s job
- Assess your own output

The cause and the problem today
Managers, you are struggling to manage your teams, not because you want to, but because you haven’t been trained at all, or because you haven’t been trained properly. Some of you modeled the wrong mentors, thinking you were making the right calls. When you become a manager, you shift your focus from self growth to contribute to people's growth.

The effect and the current situation
Gallup datas collected in 2014, 2015 and 2016 across 155 countries indicates that as a direct consequence from poor managing and poor leadership, 15% of employees worldwide, are engaged at work, 67% are not engaged, and 18% are actively disengaged :
Managers account for 70% of variance in employee engagement.
Managers account for 50% of employees leaving their jobs.
Managers don't involve team members in goal setting, according to 70% of employees.

The solution
We are providing the training to learn and implement the system, knowledge, framework and tools, to allow Managers to start within weeks, their transition to high output managers and achieve their objectives.
Managers will have the freedom to take the training courses at the most convenient time for them, so that it doesn't interfere too much on their busy agendas. Weekly follow up with myself directly will be operated to make sure we answer all the questions and help managers implement and test the new knowledge on the field. 

Our method is straight forward :
1. New knowledge, new beliefs.
2.Focus, discipline, action.
3.Get results.
4.Feedback and iterate for continous improvement.
5. Focus on repeating the process with discipline until success is reached.

Cost and burden example for actively disengaged employees...initially because of unaddressed poor managing causes:
Gallup found that an actively disengaged employee (18% in organizations worldwide), costs $3,400 for every $10,000 of salary (34%). 

So for an organization of 100 people, if the workforce's median salary is for example, $40.000 per year, that is $40.000 X 0,34 = $13.600 annual cost per actively disengaged employee. 

For 18 actively disengaged employees, the annual cost is $244.000 ($ 13.600 X 18).  This is $ 1/4 of a million loss for the organization.

Cost and burden of attrition...initially because of unaddressed poor managing causes:
Staff retention is important and because of low engagement and poor leadership within the organization, top performers a as well as regular employees will for sure leave the organisation. For each employee lost, the cost to the company will value between 50%–250% of this employee's annual salary. 
The financial costs of losing an entry level employee, could be $30.000 (annual salary + benefits) X 0,5 = $15.000 .  The financial costs of losing a top performer for example, could be $100.000 (annual salary + benefits) X 2,5 = $250.000 . 

TOTAL ANNUAL COST and burden for the organization...initially because of unaddressed poor managing causes over time:
A 100 employee organization, with 18% actively disengaged employees, losing 1 top performer and 1 entry level employee, the same year, will lose
$244.000 + $15.000 + $250.000 = $509.000 

The high output manager 
Has an adapted high ouput managing system installed, to set team members on the performance path.
Motivates team members to take action.
Engages team members with a compelling mission and vision.
Has the assertiveness to drive outcomes.
Has the ability to overcome adversity and resistance.
Creates a culture of clear accountability.
Builds relationships for trust, open dialogue, full transparency.
Makes decisions based on productivity, datas, feedbacks.

Our method is simple : 
1. New knowledge, new beliefs.
2.Take action.
3.Get results and audit results. 
4.Feedbacks and iterate for continous improvement.
5. Repeat process endlessly until success is reached.


FREE Case Study Reveals:
Why you need a High Output Managing System?
Why you need Managerial Leverage for Peak Performance?