Celebrating Our New Doctor of Psychology – Bryan Cutliff

Congratulations to Bryan Cutliff, a pivotal member of our US Division who has recently been awarded his Doctor of Psychology in Leadership Psychology.  Bryan has brought a unique insight into leadership and the psychology of leading change to our team over recent years.  Having worked previously in executive leadership positions in healthcare in the US, Bryan now supports a number of our clients across the US and Europe.

Bryan is in good company as S A Partners is also home to Dr. Keivan Zokaei, Dr. Toni Whitehead, Dr. Donna Samuels, and Dr. Fiona Buttrey – who make a difference every day to our clients with their in-depth knowledge and skills in their chosen fields.

The Doctor of Psychology in Leadership Psychology program at William James College is a 4-year program that explores a unique approach to understanding how individuals function as leaders and followers.

This area of study examines those who are leaders themselves, who are followers, and those who advise leaders. The goal is to understand the elements of being a great leader, how individuals transition between being a leader and a follower based on the situation in an organizational setting, and what behaviors generate a culture where engaged and innovative workers can thrive. Students who study leadership psychology believe that the way an individual performs as a leader influences the performance of their team and colleagues.

Website: https://www.williamjames.edu/academics/olp/leadership-psyd/admissions.html

Bryan’s research focused on the antecedents of work engagement. Specifically, he wanted to understand what increases it and through what mechanism that relationship exists. His research led him to the construct of self-leadership.

Self-leadership refers to strategies individuals can deploy to develop a sense of competence, self-determination, and purpose. He hypothesized that self-leadership is positively related to and predicts one’s level of work engagement by increasing a person’s internal sense of hope, optimism, resilience, and self-efficacy (collectively known as psychological capital).

Through statistical analysis, Bryan found evidence that individuals who employed various self-leadership strategies were consistently more engaged in their work than those who did not. Additionally, these individuals were also found to appraise themselves as having more psychological capital. Organizational leaders could benefit from this research in that it presents an alternative view of how to impact work engagement.

Traditional engagement models have often focused on a positional leader’s ability to increase an employee’s level of engagement. However, work engagement is an internal and personal process, and the burden to improve one’s engagement is best kept with the individual. This research suggests that if organizations teach their employees how to deploy self-leadership strategies independently, their people will experience more work engagement and become more self-efficacious, resilient, optimistic, and hopeful.

Please get in touch with Bryan.Cutliff@sapartners.com or visit Bryans profile here if you would like further information on this research or to discuss how he may help you.

Three new partners appointed at fast growing consultancy firm S A Partners

Following rapid growth, S A Partners is welcoming three new members to its partnership team –
Clare Pryce; Kenneth Wisinski and Jim Mikulski.

Simon Grogan, Managing Director is delighted to welcome these new appointments:

“Over the last two years, we have seen some remarkable changes within our businesses and even more remarkable growth.  We have expanded our US operations and seen growth across all the regions in which we operate – the US, Europe, and Australia.  We have developed new offers that enable us to support our clients both in-person and virtually.  These individuals have already demonstrated a commitment to supporting others as they improve.  It’s what we believe in as an organisation – I am grateful that they have chosen to share their journey with us.”

Clare Pryce joined S A Partners in 2005 has been appointed as a Partner in recognition and appreciation of her contribution to the successful growth of the business. Robin Jaques, Senior Partner and Finance Director commented:

“We are absolutely delighted that Clare has chosen to join the partnership team as she is an integral part of our global team, supporting every member of the business on a daily basis. The appointment also breaks a long standing tradition to only appoint fee-earning partners – a clear sign of the maturity of our growing business”.

Kenneth Wisinski has been working within our US business as a Senior Consultant for over three years and brings extensive experience in Program and operations management, with a focus on continuous improvement.  Kenneth is a certified Shingo facilitator and is currently working with a number of our large multi-national clients supporting them with both their SHINGO journey and their leadership development programmes.  Prior to joining S A Partners, Kenneth held senior roles at Toyota, Kautex, Magna, and United Technologies. He is a Project Management Professional (PMP); Professional Scrum Master, Six Sigma Black Belt, and Lean practitioner.

Jim Mikulski joined S A Partners in 2020, following a career in Enterprise Excellence holding both consultancy and operational management positions.  He has trained over 1,700 people in Lean Six Sigma and certified 340 green belts, black belts and Lean Masters.  Jim is a certified Six Sigma Master Black Belt, Lean Master and holds a Masters in Manufacturing Management. He will continue to support our US and international clients and support the development of our new product offers.

7 phases of Business Transformation

Every organisation will move through cycles of growth, change and at times decline.

 

To strive for success and Enterprise Excellence requires a focus on continuous improvement and the alignment of the organisations purpose, people, and processes. Employee Engagement & culture affect an organisations ability to realise its ideal results, by ensuring your transformation programme engages all employees and stakeholders will improve your chance of sustainability and success.

 

This 7 Phase approach outlines how we can support you with your Transformation journey.  The journey will engage all the stakeholders and provide you with a framework to achieve your desired results.

The Insights Podcast – Continuous Improvement in Utilities with Megan James

Megan James speaks to SA Partners Mat Jackson on his experience of deploying and sustaining operational excellence within the utilities sector. Understand why continuous improvement is needed now more than ever today within the sector, and how the approach can and should be adapted to fit the unique needs of the sector. For more information on the unique application of operational excellence within the sector please contact megan.james@sapartners.com.

The Insights Podcast – CI in Utilities

Megan James speaks to SA Partners Mat Jackson on his experience of deploying and sustaining operational excellence within the utilities sector. Understand why continuous improvement is needed now more than ever today within the sector, and how the approach can and should be adapted to fit the unique needs of the sector.

Onsite Insights Returns in 2022!

Relaunch of the Best Practice Visit Programme in the UK

We are delighted to announce the relaunch of Onsite Insights – the UK’s national best practice visit programme.

The programme has been put on hold during the last two years but we are delighted that our host sites have once again agreed to welcome visitors back in 2022.  Onsite Insights was originally founded as Inside UK Enterprise in 1983 by the Department of Trade & Industry. It became Onsite Insights in 2004 and became part of the S A Partners group in 2018.  The programme exists to encourage the sharing of innovation and best practice between companies. It has supported thousands of businesses over the last thirty years on their journey to operational excellence.  We will continue to run a number of visits virtually over the next year and will also support the virtual forums that have been so successful over the last two years.

Ailsa Carson who has been running the programme since 2001 said:

“The programme is popular as it provides an insight into what works and why – directly from companies that have achieved success.  Both the visitors and host sites benefit from the sharing of knowledge; the networking and the informal benchmarking.  I’m so grateful to the host sites for getting back involved after what has been a challenging and disruptive period.  We’ve had a huge number of requests over recent weeks for visits which is testimony to the value of the visits and the desire to get back out to see best practice”

For more information on the upcoming visits please do visit: www.onsiteinsights.co.uk or email ailsa@onsiteinsights.co.uk

S A Partners launch Carbon Neutral Programme

We are pleased to announce that S A Partners has begun its journey to Carbon Neutrality by supporting the Ocean Foundation, a blue carbon initiative focusing on the support and rebuilding of ocean habitats through the replantation of Seagrass, mangroves, and blue carbon education.

The Carbon Neutral Programme aims to completely offset the business’s carbon production from activities such as travel (both by car and airplane) and our events and workshops both virtual and in-person.

 

Why the Ocean Foundation?

As mentioned earlier the Ocean Foundation supports Blue Carbon projects across the world. S A Partners will be supporting their Blue Resilience initiative based in Jobos Bay National Estuarine Research Reserve and Mosquito Bay, Vieques in Puerto Rico. “Blue Carbon” is estimated to store up to 10 times the amount of carbon per hectare compared to terrestrial forest but it’s not just a Carbon project, seagrass provides new habitats for endangered marine life and acts as a natural water filter leading to improved water quality. Seagrass meadows, mangrove forests and salt marshes also act as a natural defence for nearby civilizations from flooding. Along with this the ocean foundation supports local communities through education on Blue Carbon protection.

One of the creators of our Carbon Neutral Programme, Jordan Squire, had this to say about the Ocean Foundation “When we first heard about Blue Carbon it immediately piqued our interest. Many of our colleagues in S A Partners have a connection with the sea and it was a quick way to begin offsetting our carbon production. We then found the ocean foundation and were blown away by the work that they do, they weren’t just a charity to offset your carbon, you could tell they truly had a passion for what they were doing, and it wasn’t just about Carbon, the work on protecting habitats and supporting local civilizations and communities was astounding. ‘Together, the power to improve’ doesn’t just account for our work, we think of it much wider than that and The Ocean Foundation epitomized that belief

 

The Lean Forum Sustainability Working Group

We are not just focusing on our own Carbon Offset Programme, we want to support and hear about other businesses Sustainability efforts, The Lean Forum is launching a monthly working group to help businesses address the idea of sustainable working, the purpose of the group will be to discuss sustainability and what it means for our organisations, develop an understanding of what best practice in this area looks like and share our knowledge for mutual benefit. We hope that as a result individuals can either set or contribute to their organisations sustainability agenda.

 

For more information on this contact Ailsa.carson@sapartners.com

Coaching Triads

We have been running coaching triads in our business for over ten years to support learning and development.  More recently we have introduced Coaching Triads as part of our onboarding process. They have delivered unforeseen benefits, colleagues are collaborating across continents in ways we never thought possible. The Triads are yielding some great insights into how as a business we could improve and grow.

So what are they and how do they work?

A coaching triad involves a group of peers coming together (we run them weekly) and each member of the group takes it in turn to coach one another.  Whilst some companies use this for teams that work in similar disciplines we have found that cross functional and cross company teams work just as well.

Normally, as the name implies there are three people in each team, however you can run as larger groups and then use breakouts – but clearly multiples of three are ideal.  In the active session individuals will take on the role of either Coach, Coachee or Observer.

  • Coach: The Coach is responsible for asking probing questions, listening to the coachee, challenging their assumptions and giving feedback, but should not offer solutions or give advice. They may follow a structure, such as the GROW model (see across), or may simply ask questions designed to get the coachee to think through the issues and options and move forward to action.

 

  • Coachee: The coachee will respond to the Coach and will bring an issue to be considered, they must agree to be open and honest when addressing the questions put by the coach and also be prepared to take action as a result of the coaching conversation.

 

  • Observer: The observer(s) watch and listen to the coaching conversation and provide feedback to the coach and coachee. The intention is to provide constructive feedback on what has been said, for example, highlighting points that appeared to be particularly effective or less effective. The observer might point out questions that had moved the coachee forward or points where the coach stepped outside the coaching role and offered advice.

 

The group needs to be mutually supportive, there are no requirements to be an experienced coach but it is useful for the team to understand some basic principles of coaching and listening.

We included a Soundwave assessment at the beginning of the process so that each member could understand their communication style and preference.

Our Head of Learning & Development,  Juliette Packham introduced the Triads to enable the new team members to create a support network across the business and she commented:

“We have been running coaching triads across the business for over ten years and they have allowed us to develop our own skills so it seemed natural to introduce these into our induction process as the team is growing so quickly.  They encourage individuals to develop their own skills and build employee-led learning – the added benefit is the connectivity across the growing international team.

This may be the child of the new virtual world but it is one that I would whole heartedly encourage others to embrace.

For more information please do contact either Juliette Packham or Ailsa Carson.

The GROW Model

Sir John Whitmore’s GROW Model Coaching for Performance (Whitmore 2019)

Making it Happen: The Art of Executing Strategy – J Mark Fillingham

Our research shows that one of the key missing elements in most organisations’ transformation journey towards excellence is successful strategy execution.

Effective strategy execution provides the mechanism to achieve the ideal results your organisation seeks, in the shortest possible time and with least possible resources and cost. Nonetheless, research shows that having an effective ‘strategic management process’ is one of the key hurdles to success in many organisations. A recent Harvard Business School article, claimed that 90 percent of businesses fail to reach their strategic goals, which is down to the gap between strategic planning and execution. Moreover, another HBS research illustrates that 95% of employees are unaware of, or do not understand, their company’s strategy.

Not only, did we share insights into popular approaches such as OKRs, Hoshin and MIS/MOS, but also shared ideas on how to socialise strategy within your teams to drive true ownership and widespread engagement. We also covered how to build true cultural transformation by developing the habits and systems that enable success.

Download J Mark Fillingham’s presentation from the button above

Making it Happen: The Art of Executing Strategy – Toby Hayles

Our research shows that one of the key missing elements in most organisations’ transformation journey towards excellence is successful strategy execution.

Effective strategy execution provides the mechanism to achieve the ideal results your organisation seeks, in the shortest possible time and with least possible resources and cost. Nonetheless, research shows that having an effective ‘strategic management process’ is one of the key hurdles to success in many organisations. A recent Harvard Business School article, claimed that 90 percent of businesses fail to reach their strategic goals, which is down to the gap between strategic planning and execution. Moreover, another HBS research illustrates that 95% of employees are unaware of, or do not understand, their company’s strategy.

Not only, did we share insights into popular approaches such as OKRs, Hoshin and MIS/MOS, but also shared ideas on how to socialise strategy within your teams to drive true ownership and widespread engagement. We also covered how to build true cultural transformation by developing the habits and systems that enable success.

Download Toby Hayles’ presentation from the button above

Making it Happen: The Art of Executing Strategy – Noel Hennessy

Our research shows that one of the key missing elements in most organisations’ transformation journey towards excellence is successful strategy execution.

Effective strategy execution provides the mechanism to achieve the ideal results your organisation seeks, in the shortest possible time and with least possible resources and cost. Nonetheless, research shows that having an effective ‘strategic management process’ is one of the key hurdles to success in many organisations. A recent Harvard Business School article, claimed that 90 percent of businesses fail to reach their strategic goals, which is down to the gap between strategic planning and execution. Moreover, another HBS research illustrates that 95% of employees are unaware of, or do not understand, their company’s strategy.

Not only, did we share insights into popular approaches such as OKRs, Hoshin and MIS/MOS, but also shared ideas on how to socialise strategy within your teams to drive true ownership and widespread engagement. We also covered how to build true cultural transformation by developing the habits and systems that enable success.

Download Noel Hennessy’s presentation from the button above

Total Asset Care in major Agrifresh Food Suppliers

This case study shows how TPM was adapted to support two international food producers, supplying agrifresh products to major supermarkets globally.

Our customers recognised that in order to meet increased sales demand for their retail fresh and coated product lines an increase in productivity was required using existing resources, without the need for capital expenditure. The opportunity for a reduced staff turnover level brought along the requirement to upskill their existing operations staff and tap into unrealised human potential.

Download the Case Study for free on the download link provided.

 

S A Partners 7 step guide to planning your SHINGO Journey

Shingo is a philosophy to frame and sustain your journey to enterprise excellence

A common question we get asked about Shingo is “where do I start?”

This 7 step guide breaks down the Shingo journey, from where you start to where you can strive to be