Core ideology represents an organization's deepest sense of purpose, values, and vision. Foundational to a conscious business, this set of ideas embodies philosophical principles that establish a sense of meaning for a company and its stakeholders. Core ideology is not created. Rather, it is uncovered, articulated, and institutionalized.
Leadership is the art of setting direction, inspiring commitment in other, and driving change. The most effective leaders are highly self-aware (self-authoring) and versatile enough to choose the appropriate management style for a given situation. Stagen programs, based on integral theory, are highly structured and designed to drive development in the following dimensions: cognitive, emotional, relational, ethical, spiritual, and physical. For more information, visit the Leadership Academy
The attitudes, values, and norms of an organization comprise its corporate culture. An intangible and often underestimated dimension of business, a company's culture is one of the largest factor's influencing recruiting, morale, employee productivity, and customer relations. Stagen utilizes cultural assessment instruments to evaluate employee engagement levels, design change initiatives, and support organizational transformation.
Execution is viewed by Stagen as the central unlocking move for most growth companies. It includes the prioritization of goals and allocation of limited resources ("trade-offs"), adherence to disciplines work planning and project management, acknowledging the importance of personal productivity, and fostering a culture that values making and keeping commitments.
Talent Management encompasses the structures, process and systems that allow an organization to optimally source, select, train, develop, retain, and promote employee.
Organizational design is a formal, guided process for integrating and optimizing a company's shape, reporting structures, decision-making, and processes. Sophisticated organizational design enhances teamwork and flexibility (span and layers), addresses complexity by weighing the benefits of a silo model vs. matrix model, and defines the trade-offs between centralization and distribution (efficiency, quality, and service).
Attracting new talent is central for high-growth companies. The move from scrambling to scaling requires a shift from intuition-based recruiting to a structured, repeatable process. Components include: clearly defined roles and responsibilities, candidate profiling and sourcing, applicant screening, and specific guidelines for designing and negotiation compensation packages.
Scrambling organizations, limited by time and resources, tend to develop employees through a one-on-one "master-apprentice" model in which key institutional knowledge and skills are inefficiently transferred over long periods of time. Scaled organizations, on the other hand, leverage documented and repeatable processes to promote the efficient acquisition of knowledge and skills that relate to specific and relevant competencies.
Performance management links individual goals with organizational objectives while challenging and supporting employees to improve results form one period to the next. A cyclical process, performance management involves: performance planning (setting goals), performance coaching (feedback and support), performance appraisal (documentation), performance improvement (efforts to close any performance gaps).
Effective incentive design, based on a deep understanding of an organization's economics and key financial levers, can be one of the most significant "unlocking" moves for a growth company. Stagen's methodology goes beyond traditional compensation models (base, predefined bonus, benefits, perks, etc.) and introduces clients to the "value sharing" philosophy in which employees are empowered to impact the bottom line of the business and share in the value created.
Human Performance promotes organizational learning and liberates the full potential of individuals and teams.
Trust is an often-overlooked intangible asset with significant bottom-line impact. Team trust, organizational trust, and brand trust are all reliable indicators of the health and sustainability of an organization with serious implications for employees, customers, and a company's market position. Trust is a function of credibility, reliability, empathy, and orientation toward self and others. These key drivers can be measured and, with the proper methods, influenced.
Stagen is a proponent of conscious communication, which is based on awareness, perspective, and choice. Through heightened awareness of communication subtexts and increased ability to see complex issues from multiple perspectives, clients cultivate greater versatility with increased choice. These high-performance communication skills significantly enhance teamwork, increase trust, galvanize commitment, and accelerate business results.
Due to competing priorities, unspoken agendas, and opposing viewpoints, many teams and organizations lack alignment. Stagen facilitators guide clients through a "creative tension" process used to surface underlying issues, explore group dynamics, and deepen trust. Gaps between the current relationship reality and the desired future state are clarified and participants learn new ways of understanding one another and communicating.
Effective teamwork is a function of communication, trust, self-awareness, interpersonal skills, and shared commitment to common goals. Team type and structure must be well suited to the capabilities of its members and the specific nature of the work. Team develop, in the right circumstances, over time, to progressively higher stages of performance.
Organizational learning involves the iterative application of new approaches that allow rapid process improvement and increasing organizational adaptability. The capacity for organizational learning expands through the application of specific practices including action learning, the intentional use of mental models, and the cultivation of shared vision.
Innovation involves the creation, development, and implementation of new processes, products, or services, with the aim of improving efficiency, effectiveness, or competitive advantage. IT is a function of the way individuals think, the cultural environment, and the organiational systems.
Change management, particularly relevant to high-growth companies, involves the planning and implementation of major initiatives that require significant cognitive, behavioral, systems, or cultural shifts. These may include such efforts as: defining and instilling new values, attitudes, or norms; building consensus among customers and stakeholders; transforming business processes; and reorganizing aspects of an organization.