consero

dialogic consulting

We bring a paradigm shift in organizational development

We apply innovative dialogic methods to change people's attitude, develop competencies, build trust and commitment.

STRATEGY

We increase the efficiency of strategy development for the unpredictable future, and people commitment to strategy

CHANGE MANAGEMENT

Introducing our dynamic performance management process can improve personal efficiency by 20%.

LEADERSHIP DEVELOPMENT

We increase the coherence of leadership, and ensure that core competencies are integrated into everyday operation.

ORGANISATION CULTURE

We increase the organization's adaptability and the efficiency of operation by shaping organizational culture.

PERFORMENCE MANAGEMENT

Introducing our dynamic performance management process can improve personal efficiency by 20%.

PEOPLE COMMITMENT

At Consero we are the first on the CEE market to work towards developing organizational commitment based on building a conscious organizational identity.

Strategy

We develop strategy for an unpredictable future

The key to our strategic services is the management of the environmental uncertainty. We build the organization's capacity to form a vision for the future and adapt to possible future scenarios

We establish strategic action plans that enable the organization to react more rapidly in possible future scenarios than competitors.

We improve the organization's capacity to form a vision for the future

We establish the strategic competencies that ensure the organization's future competitiveness. We map the course of action necessary for developing these competencies.

We increase the adaptability of culture and people

We work towards increasing organizational resilience and adaptivity in accordance with the strategy.

We support organisations by improving people’s commitment to strategy

The unpredictable future and turbulent changes pose a constant trial to the people at all levels of organisations. We help our partners to align people with new strategies and change programs.

We are working on generating awareness in future vision, developing common understanding and assimilating the concept of change in the everyday operation.

Strategic services

1) Mapping drivers of change

2) Developing leadership competencies

3) Scenario Envisioning

4) Facilitating strategy development

5) Mapping strategic competencies

6) Strategic program planning and management

7) BSC based strategy planning

8) Building commitment to strategy

Change management

Winning people’s commitment is indispensable to successful change

The scale and number of organizational changes - in accordance with - environmental ones, are steadily rising, however, most change programmes fail, or do not achieve it's initial objectives.

Our innovative dialogic methodology enables us to avoid the two principal problems of conventional change management: (1) we do not presuppose people's agreement, but obtain it through a proactive process; (2) we do not handle change as unfreezing old pattern of actions and refreezing, new pattern of actions; but as a process of creating a shared understanding, maintaining trust, and transforming operation consciously and at a personal level.

We are working on changing the way people think

Change happens when people begin to think about issues differently, change their minds, and establish a new way of thinking, meaning-making. The new attitudes will lead to change in behaviour and transform daily operation. “What is it?” “What does it mean for me?” Instead of emphasizing interventions related to changing structure, norms, rewards, and motivations, we focus on changing the framings and meaning making that guide behavioural responses.

We do not assume, but obtain people's common understanding and agreement

Our approach is based on the concept that change is shaped through discourse and is being formed gradually through shared interpretations. Change can be made more effective by creating and promoting spaces of discourse within the organization.

We build commitment to change through a dialogic coaching and consulting process

Listening and building trust

According to our methodology the first step is listening to the discourse about the topics most pressing to the members of the organization

Reflecting on different organizational perspectives

The second step is interpreting different perspectives and putting them into context. The process of reflection is a crucial part of our work throughout the process.

Deconstructing former interpretations and creating new understanding

The third step is working towards a common understanding of the necessity of change, and establishing a shared vision of change.

Sustaining

Sustaining is about creating the institutional frameworks that provide the terms and conditions necessary for sustaining organizational consciousness, reflective operation and open dialogue within the organization.

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Leadership development

We support the development of cooperative leadership

Leaders' character, skills and expertise, and correctly selected executive operation are all key contributing factors to the efficient and productive operation of organizations.

The working environment within an organization had gone through such a robust transformation – loss of stability, ascendancy of temporary work, project based operation – that new frameworks are required to replace former ones, with a special emphasis on renewing leadership models.

The key to becoming successful leaders is retaining resilience and enthusiasm in the face of hardship, and possessing the ability to continually renew, learn and innovate.

Our focus is on generating credibility managing relationships

While previously the most important task of leaders was managing workflow, now the focus is more on (1) how they are able to present a credible vision for the future, (2) to what extent they are able to keep people energized, and (3) how they utilize organizational networks in order to solve problems rapidly and represent the organizations

We support the unification of leadership

The success of change programs depends upon creating a unified and cooperative leadership culture. Leadership skills can be greatly improved and shaped by coaching.

The 7 components of authentic leadership

•   I give authentic directions to my team throughout the process of change

•   I represent hope and enthusiasm in the face of hardship

•   I build organizational networks and effectively represent our interests .

•   I coach my team to maximize productivity

•   I take responsibility for the performance of my team

•   I see what others can see, but I am able to come up with approaches no one else can

•   I construct a thriving leadership identity

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Organisation culture 

We help companies to reshape their culture and improve adaptability

The changing environment drives organizations towards being adaptive; in accordance there is a need in developing cooperative culture and competencies. The cooperative culture influences the productivity, the workplace atmosphere, the team spirit and the energy level of the people. On the other hand, interoperability problems can hamper the company to meet the needs of the changed environment. Development of a culture of cooperation is very difficult, because sustainable change can be achieved only through the deeper layers of the organization, where personal inner transformation takes place.

Our innovative dialogic consulting methodologies make it possible to develop strong conscious cooperative culture. Our methods are centred around discovering and understanding culture from a more subtle, deeper, qualitative point of view.

Our dialogic approach ensures that organization culture supports the implementation of new strategies

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detailed mapping of the culture

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establishing a awareness

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interpreting the behavior expected

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reflecting different perspectives

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reshaping operation

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assimilate results

 

We do not only measure, but are also able to shape culture

Most changes do not achieve its goals because the attitude of the members of the organization towards new goals, plans and changes is influenced by the less readily visible elements of organizational culture.

 

We develop workplace culture through a carefully planned dialogic process based on the desired mode of operation

We establish a clear understanding of the elements of the current culture. We interpret the behavior and attitude required to complete strategic goals. We are working towards an understanding of the necessity of change. We support developing the behavior and attitude expected.

Performance management

How to achieve sustainable results with smaller investments

Our effective and regular dynamic performance management is scientifically founded and supported by 10 years of professional experience. It is based on the process of frequent, regular feedbacks and dialogues.

The solidity of DPM is supported by several international surveys; according to the latest research, leaders excellent at managing people achieve results that are 25% better than of those who are struggling in this area.

Leaders achieving the best results attribute their success to employing the methods of efficient performance management within their teams.

Focusing on the quality of running performance management

If exercised correctly, the system of performance management can greatly contribute to developing and sustaining organizational efficiency. However, when exercised incorrectly, it destroys all other HR investments. This is the reason why our programs of development attend to both the creation and the quality of operation of the systems.

DPM places great emphasis on running regular performance dialogues

Individual performance can be improved by 20% by widening goals and giving regular feedback.

Our model of dynamic performance management

In most dimensions of organizational efficiency a 30% growth can be achieved by the introduction of dynamic performance management.

DPM enhances strategic goal orientation and facilitates problem solving.

Managing the performance and increasing the commitment of employees is easier.

Clear communication about the desired current and future performance brings better and quicker results.

DPM does not describe responsibility as a one-way phenomenon. Everyone involved is required to take responsibility for their appropriate tasks. Employing the dynamic performance management method can increase employees' sense of responsibility by 20-40%.

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People commitment

We support creating a conscious organisational identity and building organizational commitment

“Who are we? Who would we like to become?” These questions are answered by organizational identity. Organizational identity is the fundamental determinant of the behaviour and values of executives and employees, the mode of operation and organizational norms. Identity has great influence on the general way of cooperation and conflict management within the organization, over the process of assessing risks and identifying competitive advantages.

A strong and transparent identity enhances organizational commitment. Without commitment even the most excellent strategies or programs of change are bound to failure.

We provide effective intervention to increase employee commitment

At Consero we have unique methodologies to work towards developing organizational commitment based on building a conscious organizational identity.

We filter toxic organizational operation

Organizational efficiency is not determined by organizational structures and processes alone. Behind a mature, adult organization there always exist a strong and conscious organizational identity, and firm commitment. We support organizations' processes of „detoxication” and applying dialogic methods, to develop the spaces and practice of communication that enable avoiding organizational toxicity.

Facts and figures

45 000

Post-it

85

Leadership programs

24

Public speeches

5200

Coffee cups

34 700

Flip-chart papers

Constructive dialogs

1870

Workshop

31

Publications

34 700

Flip-chart

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