"I'm not the barrier
to change. He is!"

This tool helps your people recognise their own resistance to change. (Maybe helps you to recognise your own.)
It leads them to a point where they re-embrace the company's vision and its consequences and lead by example.

The outcome is that the energy wasted in resisting change will be used to create change. The energy that is holding it back will drive it forward.

the whole story...

leaders might agree
executives might understand
only human beings believe

That is where we start and how we continue.
We engage your people as human beings with
your vision for your business.

Only when they believe in it can they achieve
their potential as leaders and executives.
Only then will your company achieve its potential
for productivity, growth and profit.

back continue...

This is a small but perfectly formed tool, which, like any really good tool, looks unassuming but is ideally fit for its purpose.
Again, designed to bring out the 'whole person', the tool on the surface appears to be a multiple-choice questionnaire. Split into three sections, Truths, Intimacies and Dreams each section has a list of questions from which the individual chooses three to answer. He or she does so as preparation 'homework' for a meeting with tcp. This tool can be used at any stage of the Pathway methodology but is usually used after the first set of meetings, as it enables us to 'dig deeper to see further' with the individual (or group of individuals) involved. The dynamic at work is that the questions the individual has chosen actually do not matter, but the individual thinks they do. What matters is that the individual chose them and therefore they provide a trusted basis for a much deeper discussion to ensue.

back continue...

The ultimate ambition is for the tool to help the person project themselves forward to a point where they have embraced the vision, are managing the consequences and are leading others by the example of their behaviour.
It achieves this by allowing the person to recognise and then evaluate the degree to which they are the real barriers to change and not 'lay off' responsibility on others or situations "beyond their control".

back end.