Leadership development is a multi-faceted process, typically comprised of a range of actions which often includes: selection assessment, coaching, mentoring, training, developmental assignments, and much more.
The Nablis approach to Leadership Development begins with the end in mind. We work with our clients to develop a comprehensive and strategic approach to your desired outcomes. We avoid a one size fits all by ensuring your Leadership Development strategy has a specific alignment with the goals and objectives of your enterprise. For example, the development initiatives you leverage for launching the career of a newly appointed manager will differ from your development focus with a functional level executive. While there may be common tools you leverage across all levels of your organization’s Leadership Development initiatives, ensuring the right tool is used at the right time is crucial to the outcomes you wish to achieve.
When we work with you to design a comprehensive approach to Leadership Development our focus is on performance impact at both the individual and enterprise level. As we collaborate with you on creating your strategic framework for Leadership Development, we establish success criteria that will guide the short and long term focus of your Leadership Development strategy and supporting initiatives. All too often managers and leaders invest many hours of time participating in developmental programs with minimal focus on how the development action is going to translate into a positive performance impact.
Once we assist you in defining a road map for your Leadership Development strategy, through our network of seasoned practitioners and leaders, we offer you access to our full suite of Leadership Development capabilities. Our expertise can be leveraged for an enterprise wide, comprehensive bottoms up Leadership Development initiative, or we are happy to support more targeted and focused initiatives designed to develop individuals or teams.
Human Capital Optimization
More so than any other functional organization in the enterprise, the Human Resources function has the greatest opportunity to influence company performance. Leveraging Nablis’ extensive background in global Mergers and Acquisitions, Process Reengineering, and the creation of high impact teams, we position organizations to break through the “we have always done it this way” mentality. Nablis works with executive leadership and investors to ensure the organization’s Human Capital Strategy aligns with financial targets. Maintaining a focus on the end state in mind, Nablis leads and drives a focus on flawless process execution, a relentless pursuit of operating expense (OPEX) improvement, and the creation of performance focused cultures.
If you are a Private Equity firm, we work closely with advisors and investors to ensure portfolio companies’ organization design and structure are optimized to support the realization of the investment thesis. Whether the focus is cost take out, or re-establishing growth trajectory, through functional expertise and benchmark analysis, data based cases are developed to streamline processes and human capital staffing models. We also team with PE firms to assist with due diligence and research.
If you are a Human Capital leader – Chief Human Resource Officer, Chief People Officer, or Senior HR Leader – the Nablis team can guide you through creating efficiency and effectiveness with your company’s HR function. We believe in running HR like a business, with a focus on minimizing functional spend, while ensuring strong functional alignment with the strategy and direction of the enterprise. Our expertise in developing shared service centers will position you to respond to the enterprise’s request to “do more with less”.
Nablis’ combined years of experience with organizations such as GE, IBM, KPMG, Accenture, Microsoft, BP, The United States Department of State, and The Texas Institute, provides for a client experience grounded in process excellence and breakthrough performance, both at the individual and the enterprise level.
Traditional methods for talent development continue to fail organizations. Despite investing billions of dollars in training, enterprise leadership is still disappointed in the lack of transfer from training to on the job impact and results.
“Corporations are victims of the great training robbery. American companies spend enormous amounts of money on employee training and education-$160 billion in the United States and close to $365 billion globally in 2015 alone-but they are not getting a good return on their investment. For the most part, the learning doesn’t lead to better organizational performance, because people soon revert to their old ways of doing things.” – Harvard Business Review, Why Leadership Development Fails – and What to Do About It, October 2016.
Using concepts grounded in behavioral science, focused on the effective transfer of learning from formal and informal training sessions to on the job behavior changes, the Nablis team establishes a framework for success with a results based learning model. In order for learning to “stick”, practice and reinforcement MUST be a part of every learning initiative. The learn, do, practice, repeat approach to learning is the only effective and proven method to drive sustainable business impact and results.
“There is a lot of training being delivered in corporations across the globe…I am unsure that much learning is taking place”
– John Higgins, Nāblis co-founder and Chief Innovation Officer.
Training for training’s sake, i.e., tracking the number of training hours delivered each year, is a concept that must be retired. Instead, each Learning & Development initiative requires the identification of key performance indicators (KPI’s) and results based criteria BEFORE the first hour of training is offered. The Nablis leadership team has proven results based learning in corporations across the globe. We want our clients to hold us accountable for the results of the programs we design and deliver with our clients. Our focus on results is in complete alignment with company shareholders and leadership.