Our Services We Offer

The approach is informed by our knowledge of the phases of organisation development and includes the seven organisational beacons. We can assist with all sorts of change management processes; cultural change, technology change, people change, structural change, etc.

The MIRA change management model highlights the tension between the current reality and a desired future when an aim is set to change. People think about change, then they feel into the change with the new skills required to operate in this new environment. Then finally they move to action [doing]; they are committed to the change. The art of change is creating the conditions for the change and acting swiftly when the critical mass moves to committment. Resistance is the result of moving too fast too early or not seeing what others can see. The challenge is to see the whole and act accordingly.

4 Phases of organisation development

Pioneer Differentiation Federation Integration

The catch cry of the Pioneer phase is follow me. This then changes to Us and Them in Differentiation. Often it becomes Us v Them and the move to Federation is required. Many organisations including most corporates live in Differentiation. In Federation the catch cry is “as well as” – there is me, you and us and sustainable solutions are found through principled negotiations. Successful sales and operations planning and execution is an example of a Federated organisation. The focus becomes “We” via the interface system. Organisations can live in Federation and also experience glimpses of Integration – this is when we as an organisation are in flow. The great sporting teams and individual athletes can work in this zone. For an organisation it is experienced when the sum of the whole is greater than the parts.

Seven Organisation Beacons

Aims – What. Vision / Leading Image – Why. Values, Principles & Behaviours – How. People – Who. Structure & Responsibilities. Processes. Resources.

A typical engagement journey with a client follows the steps of; Building relationships; Establishing an aim with a clear view of success; Diagnosis, picture building, recommendations; Interventions, tools / concepts / skill development, etc; Implementation support and coaching; and Review, reflection, learning, embedding the change, celebration and forward planning.

Testimonials

Steve Bray, Partner GRA [Supply Chain Consultants] – Cultural Change

Most business consultants know that you underestimate cultural challenges at your own peril. Stephen does a great job of educating clients on why cultural change is important and how to go about it. He confronts the difficult conversations and takes the journey with you – leaving ‘no elephants in the room’. We’ve worked with Stephen on both internal and client-related cultural challenges and highly recommend his work.

Neale Rodgerson – National Logistics and Supply Chain Manager, Dulux Group

The services MIRA offers have enabled us to stay at the top of our game for an extended period; including numerous industry awards. MIRA has provided a range of services including; executive coaching for our high potential employees, supply chain development assistance including collaboration with a third party provider, team building, collective intelligence strategic planning process, benchmarking, and development and facilitation of an operational excellence peer group.

Lance Deacon – Joint Managing Director, Dyson Group of Companies

I have worked with Stephen over the past 4 years in the pursuit of good to great. The focus has been creating a values based organisation that thrives on involving our people. The health of internal relationships has been reviewed and interface conversations implemented to ensure relationships are healthy and always developing across the business. We have a strong sense of being a unified team focused on being a leader in our field. Healthy relationships and strong feedback systems have enabled a more efficient and effective outcome; silo thinking has been transformed into whole of business thinking. Stephen also chairs our board meetings, facilitates strategic planning and provides executive coaching. He has also assisted in our Family Office with a updated Strategic Plan that included all the stakeholders in its creation.

Brendan Bourke – ex 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.

Chris Malin – ex CEO Link Recruitment

MIRA assisted us to resolve an interface issue between Corporate Services and Operations. This involved building consciousness around this interface to ensure healthy relationships were developed and maintained. MIRA’s work included a strategic relationship audit, executive coaching and values setting. The services MIRA offered enabled us to maintain healthy relationships and continue our successful values based organisational growth.

All MIRA work is informed by this image.

We work with people to develop healthy relationships with themselves and others.

Testimonials

Neale Rodgerson – National Logistics and Supply Chain Manager, Dulux Group
The services MIRA offers have enabled us to stay at the top of our game for an extended period; including numerous industry awards.  MIRA has provided a range of services including; executive coaching for our high potential employees, supply chain development assistance including collaboration with a third party provider, team building to maintain the high performance, collective intelligence strategic planning process, benchmarking, and development and facilitation of an operational excellence peer group.

Lance Deacon – Joint Managing Director, Dyson Group of Companies
“I have worked with Stephen over the past 4 years in the pursuit of good to great. The focus has been creating a values based organisation that thrives on involving our people. The health of internal relationships has been reviewed and interface conversations implemented to ensure relationships are healthy and always developing across the business. We have a strong sense of being a unified team focused on being a leader in our field. Healthy relationships and strong feedback systems have enabled a more efficient and effective outcome; silo thinking has been transformed into whole of business thinking.”  Stephen also chairs our board meetings, facilitates strategic planning and provides executive coaching. He has also assisted in our Family Office with a updated Strategic Plan that included all the stakeholders in its creation.

And this process can be yours after we facilitate these conversations a first time.

From feral to federal is the catchcry!

This interface system includes two steps; a spring clean and then the interface conversation.  The process is facilitated in such a way to nurture healthy constructive feedback that leads to negotiated agreements that deliver improved service by a more productive and motivated engaged workforce. It is a win win win scenario.

Interface conversations can be internal to an organisation and between organisations (customer and supplier relationships) with the aim to improve and maximise outcomes. This process design promotes a solution focus and taking responsibility – the facilitated environment moves past the typical blaming to system responsibility and interdependence.

Testimonials

Ian George, CEO of CGA Bryson Construction – Interface Conversations.

Some of our staff were completely unaware of their impact on other sections of the business.  Construction had always been at loggerheads with the head office accounts department over certain issues.  After one MIRA interface meeting this changed and everyone started to understand the bigger picture.

They started to have ongoing conversations and began to meet the other department staff on a personal level.

We also deployed the interface conversations between our construction teams and consultants and contractors.  The interface conversations lead to more trust and discussions between contractors.  They began to talk amongst themselves which is uncommon in construction.

Such was the level of communication that at one time when we were short staffed to resource a project with a site manager the sub contractor team communicated with each other and built the project up to the metal deck installation stage with only a labourer as our representative on site.

Zane FullJames, Oil Company, National Supply Chain Director.

“We had significant issues in the supply chain which were beginning to have an impact on people’s livelihoods, business reputation and therefore clearly unacceptable.  We invited Stephen from MIRA Companions for Development to facilitate a two day interface conversation with people from each of the four organisations involved with the aim of developing and agreeing a collective set of initiatives in order to resolve the issue.

Some people expressed how this could not be achieved and that we would not be able to reach the targets that had been set.   A month after the interface session the improvements in the supply chain and the benefits from the interface conversations were clear to all.  A 30% improvement week on week had been delivered and we were well ahead of our agreed targets.

The seemingly ”unresolvable” supply chain issues were resolved with the assistance of the MIRA interface system in a healthy, profound, human way where all parties were seen as critical to system success.  An important outcome of the process was that the people involved also changed – they were proud and responsible – an outcome from having the courage to dismantle the hierarchy and let expertise outrank rank.

A profound outcome, good for business, good for people.”

Chris Malin – CEO Link Recruitment

“MIRA assisted us to resolve an interface issue between Corporate Services and Operations. This involved building consciousness around this interface to ensure healthy relationships were developed and maintained. MIRA’s work included a strategic relationship audit, executive coaching and values setting. The services MIRA offered enabled us to maintain healthy relationships and continue our successful values based organisational growth.

Lance Deacon – Joint Managing Director, Dyson Group of Companies

I have worked with Stephen over the past 4 years in the pursuit of good to great.  The focus has been creating a values based organisation that thrives on involving our people.  The health of internal relationships has been reviewed and interface conversations implemented to ensure relationships are healthy and always developing across the business.  We have a strong sense of being a unified team focused on being a leader in our field.  Healthy relationships and strong feedback systems have enabled a more efficient and effective outcome; silo thinking has been transformed into whole of business thinking. Stephen also chairs our board meetings, facilitates strategic planning and provides executive coaching.  He has also assisted in our Family Office with a updated Strategic Plan that included all the stakeholders in its creation.

Peter Uniacke, GM Tours & Charter at Dysons [Bus Company] – Interface Conversations.

“The impact on the group of 30 people of the interface session was that they were;

• Challenged to look at themselves first.
• Having to see things from the other side of the fence.
• Not just complaining about something but being asked to provide paths to resolution.
• Being inadvertently forced to find common ground amongst peers.

The participants have all benefited from the experience and I see a marked difference in how they now respond and interact with others within the business; be they on the supply or receiving end of the process.”

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.

Neale Rodgerson – National Logistics and Supply Chain Manager, Dulux Group

The services MIRA offers have enabled us to stay at the top of our game for an extended period; including numerous industry awards. MIRA has provided a range of services including; executive coaching for our high potential employees, supply chain development assistance including collaboration with a third party provider, team building, collective intelligence strategic planning process, benchmarking, and development and facilitation of an operational excellence peer group.

Chris Malin – CEO Link Recruitment

MIRA assisted us to resolve an interface issue between Corporate Services and Operations. This involved building consciousness around this interface to ensure healthy relationships were developed and maintained. MIRA’s work included a strategic relationship audit, executive coaching and values setting. The services MIRA offered enabled us to maintain healthy relationships and continue our successful values based organisational growth.

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.

MIRA supports the development of the why, what and how.   As important, is the deployment of the strategic down to the day to day activities. MIRA supports you to create congruence and alignment between the strategic and the structure/ function, processes and resources deployed.  The seven beacons are the core tool that enables and supports organisational alignment.

Testimonials

Lance Deacon – Joint Managing Director, Dyson Group of Companies
“I have worked with Stephen over the past 4 years in the pursuit of good to great. The focus has been creating a values based organisation that thrives on involving our people. The health of internal relationships has been reviewed and interface conversations implemented to ensure relationships are healthy and always developing across the business.   We have a strong sense of being a unified team focused on being a leader in our field.   Healthy relationships and strong feedback systems have enabled a more efficient and effective outcome; silo thinking has been transformed into whole of business thinking.”  Stephen also chairs our board meetings, facilitates strategic planning and provides executive coaching.   He has also assisted in our Family Office with a updated Strategic Plan that included all the stakeholders in its creation.

Richard Siegersma – CEO of DA Information Services.
“Over the last 4 years I have worked with Stephen to assist us to move from a hierarchical, fear based organisation to one that thrives on feedback, direct communication, democracy and collaboration. His depth of understanding and perception of issues needing to be addressed has provided the support I needed. It has been a challenging conscious growth journey that enables our organisation to continue to innovate and offer something to the broader community. It is becoming an organisation of the future today. This journey has included; recreating the vision & values, aligning behaviour to vision & values and having courageous conversations as required.”
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.

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.

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.

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.

The approach is informed by our knowledge of the phases of organisation development and includes the seven organisational beacons. We can assist with all sorts of change management processes; cultural change, technology change, people change, structural change, etc.

The MIRA change management model highlights the tension between the current reality and a desired future when an aim is set to change. People think about change, then they feel into the change with the new skills required to operate in this new environment. Then finally they move to action [doing]; they are committed to the change. The art of change is creating the conditions for the change and acting swiftly when the critical mass moves to committment. Resistance is the result of moving too fast too early or not seeing what others can see. The challenge is to see the whole and act accordingly.

4 Phases of organisation development

Pioneer Differentiation Federation Integration

The catch cry of the Pioneer phase is follow me. This then changes to Us and Them in Differentiation. Often it becomes Us v Them and the move to Federation is required. Many organisations including most corporates live in Differentiation. In Federation the catch cry is “as well as” – there is me, you and us and sustainable solutions are found through principled negotiations. Successful sales and operations planning and execution is an example of a Federated organisation. The focus becomes “We” via the interface system. Organisations can live in Federation and also experience glimpses of Integration – this is when we as an organisation are in flow. The great sporting teams and individual athletes can work in this zone. For an organisation it is experienced when the sum of the whole is greater than the parts.

Seven Organisation Beacons

Aims – What. Vision / Leading Image – Why. Values, Principles & Behaviours – How. People – Who. Structure & Responsibilities. Processes. Resources.

A typical engagement journey with a client follows the steps of; Building relationships; Establishing an aim with a clear view of success; Diagnosis, picture building, recommendations; Interventions, tools / concepts / skill development, etc; Implementation support and coaching; and Review, reflection, learning, embedding the change, celebration and forward planning.

Testimonials

Steve Bray, Partner GRA [Supply Chain Consultants] – Cultural Change

Most business consultants know that you underestimate cultural challenges at your own peril. Stephen does a great job of educating clients on why cultural change is important and how to go about it. He confronts the difficult conversations and takes the journey with you – leaving ‘no elephants in the room’. We’ve worked with Stephen on both internal and client-related cultural challenges and highly recommend his work.

Neale Rodgerson – National Logistics and Supply Chain Manager, Dulux Group

The services MIRA offers have enabled us to stay at the top of our game for an extended period; including numerous industry awards. MIRA has provided a range of services including; executive coaching for our high potential employees, supply chain development assistance including collaboration with a third party provider, team building, collective intelligence strategic planning process, benchmarking, and development and facilitation of an operational excellence peer group.

Lance Deacon – Joint Managing Director, Dyson Group of Companies

I have worked with Stephen over the past 4 years in the pursuit of good to great. The focus has been creating a values based organisation that thrives on involving our people. The health of internal relationships has been reviewed and interface conversations implemented to ensure relationships are healthy and always developing across the business. We have a strong sense of being a unified team focused on being a leader in our field. Healthy relationships and strong feedback systems have enabled a more efficient and effective outcome; silo thinking has been transformed into whole of business thinking. Stephen also chairs our board meetings, facilitates strategic planning and provides executive coaching. He has also assisted in our Family Office with a updated Strategic Plan that included all the stakeholders in its creation.

Brendan Bourke – ex 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.

Chris Malin – ex CEO Link Recruitment

MIRA assisted us to resolve an interface issue between Corporate Services and Operations. This involved building consciousness around this interface to ensure healthy relationships were developed and maintained. MIRA’s work included a strategic relationship audit, executive coaching and values setting. The services MIRA offered enabled us to maintain healthy relationships and continue our successful values based organisational growth.

All MIRA work is informed by this image.

We work with people to develop healthy relationships with themselves and others.

Testimonials

Neale Rodgerson – National Logistics and Supply Chain Manager, Dulux Group
The services MIRA offers have enabled us to stay at the top of our game for an extended period; including numerous industry awards.  MIRA has provided a range of services including; executive coaching for our high potential employees, supply chain development assistance including collaboration with a third party provider, team building to maintain the high performance, collective intelligence strategic planning process, benchmarking, and development and facilitation of an operational excellence peer group.

Lance Deacon – Joint Managing Director, Dyson Group of Companies
“I have worked with Stephen over the past 4 years in the pursuit of good to great. The focus has been creating a values based organisation that thrives on involving our people. The health of internal relationships has been reviewed and interface conversations implemented to ensure relationships are healthy and always developing across the business. We have a strong sense of being a unified team focused on being a leader in our field. Healthy relationships and strong feedback systems have enabled a more efficient and effective outcome; silo thinking has been transformed into whole of business thinking.”  Stephen also chairs our board meetings, facilitates strategic planning and provides executive coaching. He has also assisted in our Family Office with a updated Strategic Plan that included all the stakeholders in its creation.

And this process can be yours after we facilitate these conversations a first time.

From feral to federal is the catchcry!

This interface system includes two steps; a spring clean and then the interface conversation.  The process is facilitated in such a way to nurture healthy constructive feedback that leads to negotiated agreements that deliver improved service by a more productive and motivated engaged workforce. It is a win win win scenario.

Interface conversations can be internal to an organisation and between organisations (customer and supplier relationships) with the aim to improve and maximise outcomes. This process design promotes a solution focus and taking responsibility – the facilitated environment moves past the typical blaming to system responsibility and interdependence.

Testimonials

Ian George, CEO of CGA Bryson Construction – Interface Conversations.

Some of our staff were completely unaware of their impact on other sections of the business.  Construction had always been at loggerheads with the head office accounts department over certain issues.  After one MIRA interface meeting this changed and everyone started to understand the bigger picture.

They started to have ongoing conversations and began to meet the other department staff on a personal level.

We also deployed the interface conversations between our construction teams and consultants and contractors.  The interface conversations lead to more trust and discussions between contractors.  They began to talk amongst themselves which is uncommon in construction.

Such was the level of communication that at one time when we were short staffed to resource a project with a site manager the sub contractor team communicated with each other and built the project up to the metal deck installation stage with only a labourer as our representative on site.

Zane FullJames, Oil Company, National Supply Chain Director.

“We had significant issues in the supply chain which were beginning to have an impact on people’s livelihoods, business reputation and therefore clearly unacceptable.  We invited Stephen from MIRA Companions for Development to facilitate a two day interface conversation with people from each of the four organisations involved with the aim of developing and agreeing a collective set of initiatives in order to resolve the issue.

Some people expressed how this could not be achieved and that we would not be able to reach the targets that had been set.   A month after the interface session the improvements in the supply chain and the benefits from the interface conversations were clear to all.  A 30% improvement week on week had been delivered and we were well ahead of our agreed targets.

The seemingly ”unresolvable” supply chain issues were resolved with the assistance of the MIRA interface system in a healthy, profound, human way where all parties were seen as critical to system success.  An important outcome of the process was that the people involved also changed – they were proud and responsible – an outcome from having the courage to dismantle the hierarchy and let expertise outrank rank.

A profound outcome, good for business, good for people.”

Chris Malin – CEO Link Recruitment

“MIRA assisted us to resolve an interface issue between Corporate Services and Operations. This involved building consciousness around this interface to ensure healthy relationships were developed and maintained. MIRA’s work included a strategic relationship audit, executive coaching and values setting. The services MIRA offered enabled us to maintain healthy relationships and continue our successful values based organisational growth.

Lance Deacon – Joint Managing Director, Dyson Group of Companies

I have worked with Stephen over the past 4 years in the pursuit of good to great.  The focus has been creating a values based organisation that thrives on involving our people.  The health of internal relationships has been reviewed and interface conversations implemented to ensure relationships are healthy and always developing across the business.  We have a strong sense of being a unified team focused on being a leader in our field.  Healthy relationships and strong feedback systems have enabled a more efficient and effective outcome; silo thinking has been transformed into whole of business thinking. Stephen also chairs our board meetings, facilitates strategic planning and provides executive coaching.  He has also assisted in our Family Office with a updated Strategic Plan that included all the stakeholders in its creation.

Peter Uniacke, GM Tours & Charter at Dysons [Bus Company] – Interface Conversations.

“The impact on the group of 30 people of the interface session was that they were;

• Challenged to look at themselves first.
• Having to see things from the other side of the fence.
• Not just complaining about something but being asked to provide paths to resolution.
• Being inadvertently forced to find common ground amongst peers.

The participants have all benefited from the experience and I see a marked difference in how they now respond and interact with others within the business; be they on the supply or receiving end of the process.”

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.

Neale Rodgerson – National Logistics and Supply Chain Manager, Dulux Group

The services MIRA offers have enabled us to stay at the top of our game for an extended period; including numerous industry awards. MIRA has provided a range of services including; executive coaching for our high potential employees, supply chain development assistance including collaboration with a third party provider, team building, collective intelligence strategic planning process, benchmarking, and development and facilitation of an operational excellence peer group.

Chris Malin – CEO Link Recruitment

MIRA assisted us to resolve an interface issue between Corporate Services and Operations. This involved building consciousness around this interface to ensure healthy relationships were developed and maintained. MIRA’s work included a strategic relationship audit, executive coaching and values setting. The services MIRA offered enabled us to maintain healthy relationships and continue our successful values based organisational growth.

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.

MIRA supports the development of the why, what and how.   As important, is the deployment of the strategic down to the day to day activities. MIRA supports you to create congruence and alignment between the strategic and the structure/ function, processes and resources deployed.  The seven beacons are the core tool that enables and supports organisational alignment.

Testimonials

Lance Deacon – Joint Managing Director, Dyson Group of Companies
“I have worked with Stephen over the past 4 years in the pursuit of good to great. The focus has been creating a values based organisation that thrives on involving our people. The health of internal relationships has been reviewed and interface conversations implemented to ensure relationships are healthy and always developing across the business.   We have a strong sense of being a unified team focused on being a leader in our field.   Healthy relationships and strong feedback systems have enabled a more efficient and effective outcome; silo thinking has been transformed into whole of business thinking.”  Stephen also chairs our board meetings, facilitates strategic planning and provides executive coaching.   He has also assisted in our Family Office with a updated Strategic Plan that included all the stakeholders in its creation.

Richard Siegersma – CEO of DA Information Services.
“Over the last 4 years I have worked with Stephen to assist us to move from a hierarchical, fear based organisation to one that thrives on feedback, direct communication, democracy and collaboration. His depth of understanding and perception of issues needing to be addressed has provided the support I needed. It has been a challenging conscious growth journey that enables our organisation to continue to innovate and offer something to the broader community. It is becoming an organisation of the future today. This journey has included; recreating the vision & values, aligning behaviour to vision & values and having courageous conversations as required.”
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.

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.

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.

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.