Trainings to organisations downsizing? Is there interest? Is there opportunity?

[Gina Palmer]

Hi All

Talking with one of the members of the Forum the other day, the topic of the impact of COVID on the size and business models of organisations changing size and structure came up.

Are you interested in an opportunity to help downsized organisations to get back on their feet?

Based on my work with Australian organisations, the key issues shared with me so far include:

a) changing rate of the change and not having a clear picture of potential direction
b) strategic drift i.e. setting a course that is too short or too long and not able to set goals effectively
c) loss of knowledge from the organisation due to redundancies and changeover of the Csuite and even lower
d) disengagement of retained staff wondering who is next to go
e) disidentification of staff and their roles – complete change, reskilling and lower salaries

These are just some of the issues.

Do you remember the Master Prac coaching section on the questions to ask a business owner – see SECTION NINE – I think around page 38.

These questions, are absolutely brilliant for working with organisations going through constant change and not really clear where they are going.

This helps open the doors and providing trainings to organisations so that they stop bleeding staff, IP, their USP, and revenue.

Are organisations rethinking their training needs? Yes they are. Marketing and building up what is left of the staffing base.

I saw this happen after the stock market downfall in the 1980s (yes, I was in my first career at that stage), SARS in Australia and again after the GFC and again after Swine Flu hit many of the large tertiary institutions in 2009. Demand for professional development and trainings increased.

Do you know which organisations to offer help to?

Have a look at the what is happening in the not-for-profit sector and the for-profit where there has been a lot of change with service provision and the C-suite positions. This tells a story in itself.

If stepping into this space is of interest to you, you have a whole toolkit to go into organisations and help them. And remember the Judger Close from Master Prac – really useful!!

Let me know who would like to know more and if you are in this space and enjoying great results, let’s hear about it.

Talk with you soon

Gina 🙂

[Conor Healy]

Thank you for your input here Gina – this sentence alone is so valuable for anyone who is a trainer and would like to work with businesses:

Based on my work with Australian organisations, the key issues shared with me so far include:

a) changing rate of the change and not having a clear picture of potential direction
b) strategic drift i.e. setting a course that is too short or too long and not able to set goals effectively
c) loss of knowledge from the organisation due to redundancies and changeover of the Csuite and even lower
d) disengagement of retained staff wondering who is next to go
e) disidentification of staff and their roles – complete change, reskilling and lower salaries

Maybe even you could run a Webinar outlining your findings and strategy to approach businesses to position yourself as the expert in this field of change?

[Gina Palmer]

Thanks Conor – you are spot on!

In those 5 points you shared there is incredible opportunity. LOTS.

We could all talk deeply about our experiences and I want to share my experience in one context around point b).

Working with company boards and CEOs over the past 15 months, I have seen first hand the impact that strategic drift is having on results – the quadruple bottomline.

One organisation which I will call Company A changed its Executive team by making two people in a team of 5 redundant leaving three people to run a multimillion $ company. Support staff were made redundant too. The Board Chair decided to be Captain and make ‘Captain’s Calls’ without consultation with Board Directors or Senior Management and suddenly the company came to a halt. Poor communication and…Where was strategy? No where really. The company was adrift in the doldrums. How did they ever think they could get back to the results they had the previous year? After one year, still adrift. Surviving on reserves and that is it. Where to from here? Good question.

That’s where we come in. So many ways to help and get companies back on track and set the best course forward and out of the doldrums.
Remember the questions from Section Nine of Master Prac – the business questions? How is business? Remember the Values Alignment? Hierarchy of Ideas for strategy… lots of tools in our toolbox to help thousands of companies get back on their feet…

I love Conor’s suggestion about running a webinar… companies need you!

[Conor Healy]

Awesome – perfect scenario above to work with and in your webinar (maybe after Marks Marketing Webinars) we can do a simulation so those whop don’t yet have ‘corporate experience’ can understand the whole process from enquiry, through to closing the workshop (including pricing) and then of course holding the workshop.
Fantastic 🙂

[Richard Ager]

I’m well behind the discussion here, but catching up! Strategy is an interesting area to work in. Noting your comments on Board change Gina and where is the strategy? Strategy sounds complex (but it’s not really). I specialise in risk , and at the board level, risk equates to ‘downside and upside opportunity’. Minimise the downside, maximise the upside. Where am I going with this…well It’s one thing to create a strategy. It’s another thing to implement. Will have to go back and look at p38 Sect 9 (:) ). I remember it though. Implementation and SMART goals in context of the business are key.

Great conversation and I may well have missed the boat! 🙂

[Gina Palmer]

Great to hear from you Richard! yes… strategy is a big topic but how many actually get it? I see too many operational plans called strategy. comes back to mindset… many are locked into VL3/4 thinking. Hierarchy of Ideas is a great tool to help!! let’s keep talking on this one 🙂 Gina

[Author]

Posts