Kenaz helps you to increase the efficiency of your projects considerably. Our approach focuses on the human aspect of a project. We pay attention to the skills and abilities of the project members.
| The pathway | The content | The results |
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- diagnosis of team efficiency
- discussion of diagnostic data
- adjustments
- measurement of the effect
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- how does the team judge its own efficiency (using the Harvard Team Diagnostic Survey)?
- how do the customers judge the team’s efficiency?
- the whole team discusses the diagnostic results and suggests solutions
- Kenaz guides the implementation of solutions
- the effect is measured with the team and the customers
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- team members work together to maximise involvement, so that everybody is willing to commit him or herself optimally
- all team members commit themselves fully to adopt and maintain the the best possible working method
- the talents of each team member are used optimally and the team members ensure that everybody develops his or her maximum potential
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Kenaz helps you to increase the efficiency of your projects considerably. Our approach focuses on the human aspect of a project. We pay attention to the skills and abilities of the project members.
| The pathway | The content | The results |
|---|
- kick-off (1 or 2 days)
- halftime evaluation (1 day)
- focused development of the project leader’s and project members’ skills
- final evaluation (1 day)
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kick-off
- the goals of the project and their relevance are made more explicit and are accepted
- making everybody’s role clear
- determining the rules of conduct for the project
- getting acquainted with each other and feeling involved:
- laying down the rules on how to improve each individual’s contribution (exploring social dilemmas)
- aligning individual aspirations and team goals
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halftime evaluation:
- diagnosis of team efficiency using the Harvard Team Diagnostic Survey Model and customer inquiries
- team discussion of diagnostic results and suggestions for improvement
- evaluation of the rules as they were set out during the kick-off
- adjusting the rules
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developing skills:
- individual coaching of the project leader
- peer coaching: team members exchange expertise
- focused training in critical social skills
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final evaluation:
- a customer satisfaction poll
- celebrating the success
- drawing lessons learned during the course of the project
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- the interests of all stakeholders in the project are clear and are respected
- team members work together to maximise involvement, so that everybody is willing to apply him or herself optimally
- all team members apply themselves fully to adopt and maintain the best possible working method
- the talents of each team member are used optimally and the team members ensure that everybody develops his or her maximum potential
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My impact as project leader.
| The pathway | The content | The results |
|---|
- focused 360° feedback
- kick-off
- individual intake
- training module 1
- practical application
- training module 2
- individual overview
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Levelling the playing field:
- identifying the key figures
- finding ways to connect
- forming alliances
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Preparing yourself mentally
- expanding limited beliefs about yourself and others
- knowing what you want to achieve
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Being convincing
- strategies that make your message more attractive
- strategies that reduce resistance
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Evaluating the effect of your actions
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Awareness:
- further insight into one’s own persuasive style and the consequences
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Knowledge:
- deeper insight into strategies of persuasion and their indications
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Skills:
- extended opportunities in forming alliances and in constructive approaches to playing the political game. Increased skill to have a message accepted
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Attitudes:
- understanding the need to speak the language of the other in order to be heard
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| The pathway | The content | The results |
|---|
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- How do you ask about the customer’s wishes (using the SPORT model)?
- How do you build a solid relationship with the customers?
- How do you achieve customer acceptance of your proposal?
- How do you deal with difficult customer situations like questions that are continuously changing or vague, unrealistic expectations or conflicts?
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- The customer’s question is unambiguously and precisely understood
- The relationship with the customer is well developed
- Unnecessary work or reworking subtasks is minimal
- Project members communicate with confidence
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Individual coaching
Peer coaching
Within the team
A small (max. 6 people), set group of members holds a two-hour meeting every month to discuss problem situations. Based on each other’s expertise, the team members work out solutions. The process is very structured and is lead by a Kenaz-consultant.
Between project leaders
The set-up is the same as in the above, but the emphasis is on solving problems of persuasion and on giving project employees direction.