For Teams

Team Building and Leadership

Team building to enable desired aims is part of our ongoing work with clients. Building capacity within teams leads to naming and resolving issues and conflicts. Building healthy feedback systems creates a learning and developing environment. We also make this learning fun so it engages with the team. Our focus is both on horizontal leadership skills and competencies as well as vertical leadership development - the ability to think differently, to think system. The three videos below detail the future of leadership, how EQ is critical for High Trust Cultures and 7 steps in creating a High Performing team. 

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Much of `Stephen Hanman's and MIRA's work involves team building and leadership development.  The good news is that the 'Team Management' or the 'Shared Leadership' approach offers great opportunity to maximise performance while creating a sustainable process.

MIRA in collaboration with spirit@work has updated the 1960s Team Development Phases and provides a relevant diagnostic to enable people and teams to be their best.  The phases were Forming - Storming - Norming - Performing.

The Performing phase has been expanded to include; Maturing - Customering - Innovating.

An engaged and commited team is powerful in achieving aims and goals.  The organisation wins, the customer wins and so do the team members - a win win win!

Testimonial:

Peter Holden – Manufacturing Manager, Dulux Group.

"I have known Stephen for a number of years participating in both group training sessions and a one on one personal development program.  Each and every intervention has been professionally facilitated by Stephen.  In my current role as Manufacturing Manager of a large, strategically important site I need to get the best out of my management team.

I have the desire to transform a group of highly competent individuals into a high performing team that can reach new heights and deliver a step change in operational excellence.  After several discussions with Stephen a program was developed and delivered which proved both challenging and rewarding for the team.  The program helped crystallise the journey for me as a leader and that of the team.

 

Matthew Rocke, CEO of Rocke Brothers Transport – Successful Business Growth, Restructure and Healthy Relationships.
Since establishing our business in 2003 we have grown steadily under the helm of the three Rocke Brothers. We managed our growth successfully over this time, but recently it became apparent that that the company had reached a stage where a complete revision of our structure was necessary and that an outsider would provide us with a fresh perspective.

Accordingly, we employed Stephen Hanman of MIRA Companions who provided a range of services.

First, he reviewed the company's structure and the roles of key staff. This culminated in him designing a new structure that not only addressed our current problems, but also provided a succession plan.

Second, he observed the relationships within our company and provided advice and assistance in achieving a movement from strained relationships to a healthier environment. In a family company this is a particularly difficult process, and Stephen should be particularly commended for the way he handled this.

Third, he was a sounding board for ideas, both on an individual basis and during group workshops which he organised. Fourth, in order to clarify the strategic aims of our company and to re-place staff within the new structure in a way that afforded all parties maximum dignity and respect for their individual skill-sets, Stephen Hanman facilitated discussion amongst various groups that enabled all parties to put issues on the table in a healthy and respectful way and to take ownership of decisions that were eventually made.

Steve's assistance at this important time in our company's history ensured that we moved to the next phase of our development smoothly and with the minimum of upheaval.  We recommend him highly.

Performance Management

Stephen Hanman and MIRA has designed performance management systems for clients based on strategic and development aims. Healthy feedback is an input to high performance environments. Educating clients about healthy appraisal systems and people capable of holding other's accountable while nurturing commitment is what we are capable of.

Stephen provided Monash University undergraduate program with a performance management overview, see a snipit of it below;

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Stephen Hanman's experience includes the pioneering of Benchmarking Success, a business that was launched in 1993 between Henderson Consultants and RMIT University.  Stephen facilitiated the identification, development and management of many client KPI systems that link to strategic aims and directions.

With clients we have developed performance management systems from scratch.  This includes performance appraisals, performance plans and agreements, education around how to conduct a healthy performance appriasal.

The MIRA job / function description process is holistic and integrated with the broader management system.  The framework is the wheel of organisational dynamics.  This incorporates the use of trust and power in the organisation.

The purpose of the performance management system is to create clarity and responsibility in the various workplace roles.   We believe people need healthy feedback for their on going development.

If you want more on the performance review process and system then watch the video below;

Education & Training

Stephen Hanman promotes hands on learning related to the aims, goals and constraints relevant to your organisation, through a people centred, holistic approach. Our education and development is focused on integrating head, hearts and hands to create seamless congruent delivery. Nurturing self responsibility enables outcomes beyond the plan because discretionary effort is expended.

Stephen provides horizontal [competencies, skills] as well as vertical leadership [different thinking] support. I am accredited to the Goleman / Korn Ferry ESCII [EQ] process and The Leadership Circle Individual and Team Culture Profiles.

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We also offer the Diploma and Advanced Diploma of Leadership and Management qualifications in the areas of management style, change management and organisational development.  Much of our education is work based with live improvement projects that add significant value to both the participant and the organisation.  It is a Win Win.

The sign up process begins with the coaching commission after the organisational project has been identified.  Ideally we play an active role in the project.  In this way we add organisational value while also delivering the coaching commission that includes the relevant units of the diploma or advanced diploma.

 

Our education and training offer includes; 

1st  [formal] & 2nd  [informal] organisation

Alliancing & partnering     

Alignment - values, vision & policies

Benchmarking – KPIs & Process

Change management.                                          

Coaching Training

Collaboration - introduction and advanced. Includes the Red Blue collaborative simulation.                

Cultural change

Conflict – introduction and advanced

Delegation and Influencing.        

Difficult / Courageous Conversations

Facilitation Training - introduction and advanced

Interface Conversations

Job / Function description development and management

KPI [key performancce indicators] development & management

Making & managing commitments - Deliver the Promise

Management style  - hollow squares simulation.

By example, by control/from the top, by support and integrative.

Meeting effectiveness

Organisation development – phases of.   

Organisation – 7 beacons of

Organisation to organism,  Alive!

Project management                       

Process – creating living processes.

Performance management

Red Blue simulation - collaborative v adversarial

Relationships – building healthy ones

Resilience – building it to avoid burn out.

Rights scale – Power and Trust and Influence

Self Responsibility – nurturing it.

Strategic - Critical Success Factors to Plan Process

Strategic Off Sites - Facilitation for Vision, Values & Behaviours & Aims/Goals

Supply chain thinking & education

Systems thinking - supply chain "beer game"

Time management

Conflict Management, Resolution & Transformation

A key element of healthy relationships is the ability to value difference and resolve conflict effectively. We create the space, mediate and provide the skills for respectful, dignified Difficult Conversations that restore trust.  Conflict management is one of our specialities - we do this with you.  High performance trusting relationships is the outcome.  No lurking Pandora's box.

While doing a session with Monash Uni about Organisational Politics I discussed the role of difference and conflict in a developing organisation. This also includes an overview of how Trust and Power impacts on creating High Trust and Performance Environments.
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Dispute resolution is a challenging process; both parties have to be interested in it!

MIRA has significant capability in conflict management, conflict resolution and conflict transformation at all levels.   We work with 9 stages of conflict with courage, respect, and dignity to nurture positive outcomes.  We offer a well-developed “tool box” to enable others to build the confidence to “fight fairly” and sustain healthy workplace relationships.

We create the space and time for conflict resolution and transformation.  People typically want resolution if they can see and understand the path to get there. Unresolved conflicts provide significant constraints in any organisation's pursuit of collaborative, accountable, high performance outcomes.  Put an end to sweeping it under the carpet!!  Our experience is that opening Pandora's Box can be transformative!  And we can stay with you on the journey.

Dean Anderson – Founder and CEO, Normark Landscapes.

"Stephen Hanman has made a brilliant impression with our business owners which are in the middle of a succession plan.  In any business, relations between managers / owners / staff / clients are critical.  If relations are not correct at the top i.e. people are not on the same page, big trouble will occur and will flow right through the whole business in a destructive manner!

Without correct relations there is no point in having ANY systems and processes because it will all break down like a pack of cards collapsing!

The foundation of all business’s - no matter how small or large is values and visions.   Everyone needs to be on the same page. These principals are critical; then aims and goals can flow down the organisation to departments and individual goals (or KPI’s).  The end result is pay off for owners, employees and clients –a win / win / win result.  These relations are what Stephen is very very good at and we all at Normark look forward to a long and productive relationship".

Matthew Rocke, CEO of Rocke Brothers Transport – Successful Business Growth, Restructure and Healthy Relationships.

Since establishing our business in 2003 we have grown steadily under the helm of the three Rocke Brothers. We managed our growth successfully over this time, but recently it became apparent that that the company had reached a stage where a complete revision of our structure was necessary and that an outsider would provide us with a fresh perspective.  Accordingly, we employed Stephen Hanman of MIRA Companions who provided a range of services.

First, he reviewed the company's structure and the roles of key staff. This culminated in him designing a new structure that not only addressed our current problems, but also provided a succession plan.

Second, he observed the relationships within our company and provided advice and assistance in achieving a movement from strained relationships to a healthier environment. In a family company this is a particularly difficult process, and Stephen should be particularly commended for the way he handled this

Third, he was a sounding board for ideas, both on an individual basis and during group workshops which he organised. Fourth, in order to clarify the strategic aims of our company and to re-place staff within the new structure in a way that afforded all parties maximum dignity and respect for their individual skill-sets, Stephen Hanman facilitated discussion amongst various groups that enabled all parties to put issues on the table in a healthy and respectful way and to take ownership of decisions that were eventually made.

Steve's assistance at this important time in our company's history ensured that we moved to the next phase of our development smoothly and with the minimum of upheaval.  We recommend him highly.

Brendan Bourke - CEO Penrite Oils

Stephen worked with Penrite, a family business, for an 18 month period. His engagement began with a supply chain benchmarking project. Following that he provided ongoing executive coaching to deliver improved customer and supply chain service while reducing the cost base. The coaching included development of strategic and one page plans and the establishment of a KPI performance system.

He also conducted change management activities with the senior management team for the implementation of a Sales and Operations Planning process.

Stephen also facilitated a strategic planning process that bought the board and management together to set the future direction. He was able to deliver on his objectives as he is competent in working in challenging situations, staying focused and naming issues as required.

Facilitation

Everything that Stephen and MIRA does is facilitative. We do not do things to you but with you. We stand shoulder to shoulder.   Our processes always include the critical people involved. Group dynamics are well developed though our ongoing professional development. Our facilitation has a broad scope from strategic off sites, stakeholder engagement, community consultation, values setting, collective planning, etc. In the video I provide an overview of a team development process. Would you like to save a day in your week to work on the business rather than in it?

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Facilitation is both a science and art. The science is developing the agenda that works for participants, ensure it flows and builds towards the stated aim. Incorporate a holistic approach that embraces head, heart and hands of the human being. Create the right space for the aims to be achieved.

The art is creating the space and then holding it throughout the process. Keeping the aim uppermost, having the courage to name issues to ensure that when the facilitation process ends the participants are engaged and committed.

MIRA has extenisve experience in the above.

Ready for the first step in the transition?