Services for Managers

» Working with a Result Pro from HLP

You can reach beyond your own experience and know-how to deliver results, form the organizational culture and advance your leadership profile.

You now can involve a Pro from HLP who supports you in realizing your vision. The Pro supports you in guiding your organization to reach the outcomes you are targeting. The Pro provides complementary experience, knowledge, and additional perspectives. In a background role, the Pro contributes ideas and can do actual work for you.

In the first discussion with an HLP Result Pro you can envision some opportunities and assess options how you can use Pro`s service


Tackling Tasks with the Result Pro

Critical Decisions with the management team

Framing the task. Clear problem statement.  Comprehensive map of arguments and facts. Designing creative solutions. Fruitful debate using transparent criteria. Step from logic assessment to energetic resolution. Anticipate and reign in biases. Build engagement for realization. Imbed decision technology in the management process.

Business an segment strategy

The description of future competitive advantage. Mechanisms and reasons for existing strategy. Customer requirements according to a future ecology scenario. Vision of digitalized processes. Gap analysis. Configuration of advantage in products and services, core competencies, processes, and organizational edge. Creating a strategy process that builds engagement for value add realization. Metrics of short and mid-term success.


Functional strategy

Defining the indispensable contribution to company strategy. Enhancing business processes. Professional service organization identity and mind set. Service plus governance, not servile. Working for customer processes, and anticipating future needs. Opportunity of digitalization and AI. Knowing the competition. Competitive advantage  for focus areas of service, superior impact, speed, quality, efficiency of professional processes. Aligning and structuring the service unit.  Lead of cross functional collaboration. Developing service professionals. Function change leadership.


Meeting that shape culture

Specific meetings that make a difference.  Designing the architecture. Frame meetings as part of an overall process. Position a leadership brand. Drive purpose. Define guiding principles. Practice instead of decree. Identify the tensions, harvest their energy. Productive, powerful debate. Responsibility through suggestions. New level of goal orientation and engagement. Alignment from execution to realization. Connecting units and individuals. Create a space of peers. Have solidarity emerge. Prototype new management processes. Metrics for progress.  Framework of downstream decisions.


Agile product development

Understanding the current and future development cycle. Deduction of development goals from future strategic scenarios. Defining a product and test specification. Defining a user profile. Functional matrix based on importance, timing and cost. Re-use of components and functionality. Focused reviews and review hierarchy. Flexible framework of roles. Simultaneous work on multiple topics. Decisions on the lowest possible competent level. Focused communication cross all levels. Balance between highly flexible agile approaches and highly regimented approaches based on industry specifics.


Guiding change

Expected results are the rationale for change. New behaviors as success factors, not as purpose. Use viable existing patterns.  Recognize the change anxiety. Understand peoples´ fear-benefit trade-off. Underlying mechanisms of immobilizing change. Building new routines. Use the energy of resistance. Value creating business initiatives that need new behaviors. New experience of being successful. New competence as change motivator. Alter patterns through result focused practices. Exercise like for a game. Joy of playing and winning. Practicing as a concept for change. Imbed change in the management process.


Agile process improvements

Understand the potential beyond digitalization projects. Set purpose and goals of processes. Augment ambition and self-confidence of those involved. Create visibility of opportunities for success. Drive for replicable solutions. Use beta stage reasonably. Let process members suggest goals for improvements. Pull of objectives more than push of methods. Simplicity of tools. Let speed drive quality. Aim for breakthroughs. Mutual responsibility for change. Encourage agile behavior. Autonomy for momentum. High frequency loops of success. Management sponsors to orchestrate interaction of functions. Go from agile to sound.


Overall Breakthrough Improvements

Seeing hidden potential. Understanding the organizational mechanisms of high performance. Defining result areas. Setting goals for outcomes, not just activities. Define horizons 1 – 3. Challenge status quo. Nurture expectations. Create result orientation of everyone involved. Deal with the unconcerned experts, staff people, advisors and silo-owners. Recruit and autonomize teams. Provide space for moving outside the rules, but emphasize sustainability of any action. Tracking of success as learning process. Include the top management in the learning process.


High impact management processes

See the future, invent solutions, plan, and decide, track and  improve results. Learn and focus. Every meeting as part of an ongoing management process. A platform to cultivate management capability. Move towards goals with the team. Being conscious of common goals and accepting differences. Using perspectives productively. Self-awareness during the moves of the game. Assessing management performance in multiple dimensions. Driving the culture. Effective motion trumps procedure, passing beats coordination. Synchronize in action. Set the field for management work-out, train each other. Replicate success.


On-Boarding oneself

Become effective quickly. Investigate how the organization works. Look for systemic mechanisms and triggers. Identify potential traps. Productively deploy your profile of strengths. Use strategic journaling. Build dialogue. Look for those different from you. Define the leadership brand. Spaces and media to position leadership.   Conveying a sense of security and insecurity. Dare responsibility. Define horizons of results 1 – 3. Visualize your network. Let others be successful.


» Management Learning

Management and leadership competence develops with the experience of solving a task and of work (70/20/10 model).

We offer learning programs that advance an agenda (e.g. Boost Practices).