Change and Transformation
New Powerhouse Created in Canadian Human Capital Market
Two of Canada’s most respected professional services firms have come together to create a new strategic alliance to serve Canadian business leaders in meeting the challenges of transformational change and talent management.
“The Beacon Group’s program proved to be a transformational experience for our staff, and has created a new, more open culture of creativity and collaboration that has given The Globe and Mail a marked and measurable competitive advantage.”
— Phillip Crawley
“The Beacon Group was able to handle our 360 reviews across 9 offices in a manner that brought significant value to our partners, the firm and ultimately our clients.”
— Judson Whiteside
“The human capital programs provided by The Beacon Group are best in class.”
— Tye Burt
“The Beacon Group approaches very serious and difficult topics in an accessible and insightful way.”
— Eric Siegel
“The Beacon Group’s thought provoking curriculum utilizes best practice tools and interactive media for evaluation, assessment and overall learning. It has helped us raise the bar on our calibre of talent.”
— Ernst Lieb
“The Beacon Group delivered cutting edge perspectives on many human capital topics that were tailored and customized to our company in a way that we could not have obtained at more generic, cookie-cutter advising shops.”
— Doug Lord
“The Beacon Group acted as a strategic partner and was instrumental in helping us raise the bar on candid dialogue and team performance.”
— Robert Courteau
“We engaged The Beacon Group when we needed to bring two cultures together after our first major international acquisition: the evidence of their success lies in both the subsequent growth in our business and our presence in more than twelve countries on five continents.”
— Rupert Duchesne
“The Beacon Group excels in facilitating open & candid dialogue that has fostered superior team performance.”
— Mary Ellen Carlyle
“Top-level thought leadership, combined with practical, cost-effective solutions—that’s the real value the Beacon Group team brings to bear on Foresters talent challenges.”
— Suanne Nielsen
“Doug Williamson and his team were of invaluable assistance in helping our organization navigate through a completely new strategic planning process and emerge with a three year plan resoundingly endorsed by our Board. Doug’s global perspectives and ability to drive consensus was an integral part of our success.”
— Don Forgeron
“The Global HR & Communications senior team engaged the Beacon Group in shepherding us through a unique strategic planning process that involved an outside-in view of our current and future workforce and how this aligns to our business strategy. Thanks to Doug and his team it was a thought provoking process that sharpened our strategic thinking and, in the end, made our strategy stronger.”
— Sylvia Chrominska
“The Beacon Group’s customized and personalized approach fit our needs perfectly. From the initial self-discovery phase all the way to recommending solutions, the work they have done has been consistently world-class. They combine strong analytics with a wealth of real world experience. They are focused, targeted and are experts at taking theoretic concepts and making them real. We look forward to working with Doug and his team as we continue to elevate our business and improve our internal performance.”
— Don Romano
In the hyperactive and challenging world in which we all live, it is becoming harder and harder for business leaders to find time to read, reflect and gain insight from the many valuable sources at our disposal.
In "Provocative Propositions", The Beacon Group attempts to fill that void by offering our opinion, often rather pointed, on a wide array of issues we believe are relevant to leading a modern organization.
The articles are catalogued into 12 categories so you can quickly and easily find a topic of particular interest. We then offer three easy steps under the heading "In Our Opinion" to help business leaders take action on the key themes.
Simply click on the category and read away.
Leaders in the workplace are always aiming to achieve the benefits, stature and even glamour of being a "real" leader - the person who calls all the shots and creates a visionary plan to boost revenues.
How can you blame them? It's all they've ever read about. It's all they ever see in the workplace. Perhaps it's even the behaviour you project as a leader yourself.
Being the stereotypical leader is the easiest way to stand out, the easiest way to be noticed and the easiest way to move up. Everyone speaks that language.
Who would want to be a follower anyway?
The Fact is leadership, as we know it, is about the individual. It's about guiding the sheep, if you can put it in those words.
The Problem is that this idea of leadership leaves out the contributions of many others. Worse, it blocks leaders from noticing other leaders.
The Outcome is a company that becomes dependent on the ideas, values and direction of a single person or group of powerful leaders.
The Solution is to consider the less glamorous role of followers in your organization and assess their condition. Are they detached? Will they question your leadership? Will they follow you in every action you take?
We've talked about this before.
It's a theme that author Barbara Kellerman in her book "Followership" repeats.
One of the central roles of leadership is to build other leaders. However, individuals are often so focused on themselves and their vision for the company or business, that they forget how to deal with upcoming talent.
Followership talks about a similar concept. The people you're leading can play vital roles in organizing smaller projects, smaller groups and smaller ideas. They can mobilize entire components of your vision or they can be ignored and become isolated and detached. Just because they donít stand out in an outspoken fashion, doesn't mean they should be disregarded.
Forget about nurturing them. Have you even noticed your "mini-leaders"?
You know exactly who we're talking about
You know exactly who these people are. They are the implementers. Those who sit quietly in meetings, gather all the information and spring into action when the plan is set.
They are everywhere. You see them everyday. But, they don't scream individualism.
They may not come up with the latest and greatest ideas, but this doesn't indicate that they don't have the power to guide the fortunes of your organization.
And you better see it before it becomes a problem.
Kellerman points to 5 types of followers: Isolates, Bystanders, Participants, Activists and Diehards.
It's not difficult to see where this is going. Followers are categorized from most despondent to most active in your organization. For example, think of Isolates as the average American voter - I mean those "voters" who don't actually show up to the polls - as Kellerman describes. They are detached, perhaps frustrated with their environment, but unwilling to take steps to correct the situation.
Bystanders and Participants offer higher levels of involvement, but won't follow your lead unconditionally. Needless to say, Activists and Diehards contribute significantly more to your overall success and the projects you initiate Ė if they're on your side.
The next generation
The most important part of this new approach to leadership is that it is designed specifically to fit with the flood of Gen Y employees arriving in the workplace.
While the term "Followership" may seem negative, Gen Y employees expect something a bit deeper than absolute leadership. They want their own little workplace kingdom to oversee and they want to be sure that they are contributing to the organization in a very real way. Understanding the concept of Followership provides a shortcut to achieving this goal.
In Our Opinion
The Beacon Group's Advice on creating Followership in your organization
Our three tips to creating healthy Followership behaviour in your company.
Identify and Nurture - If you look at your top leaders on a regular basis, you should also be looking to categorize your followers. Who are the Isolates, the Activists, the Diehards, etc.? Identify what you want from each of these groups and develop a plan to move them from one level to the next.
The flip side - Different kinds of followers can challenge a leader's ideas or vision in different ways. Generally, a healthy guideline is to allow for some critical feedback from your colleagues. Ensure that you build a diversity of followers in every category to be challenged from a multitude of perspectives.
Building Leaders - Your group of followers provides an excellent pool for leadership candidates. They're not all leaders, but by turning them into effective followers you're already constructing their leadership complex within their domain.