You’re the leader of your organization. It’s lonely at the top. A lot of people are counting on you. Some of them expect you to work miracles. Others want you to tell them the future. What you need is a safe place to sort things out and a fresh, outside perspective that’s simple, forthright, and without bias.
You want to hone your perceptions, elevate your communications, and get some honest feedback. You don’t need a conjecture or supposition or a recommended reading list. You want a sustainable process that is mapped to an executable plan. You want your team to be clear on what you expect and what’s expected of them. In short, you want something better than what you’ve got now.
Acknowledging you might need a coach is not an admission of failure. Instead it is a request for assistance, recognition that there is something you wish to achieve or correct that is of such importance, you are willing to look beyond yourself. Our definition of coaching is “a transfer of knowledge”, helping you see things in a new way and put them into practice. We believe that there is a logical end point to a coaching relationship - it’s when you have received what you needed and you are able to employ it in a sustainable manner.
Coaching is highly beneficial when there is an established foundation of trust, an admitted need, earned respect, genuine authenticity, and complete confidentiality. You don’t jump into a coaching relationship; you cultivate it. It’s a two-way street that can yield distinctly fruitful and favorable results. The Medlin Group’s executive level coaching process typically includes one-on-one confidential Discovery interviews with those who interface the most with you. Through direct observations, input, and trended Discovery feedback, we focus our coaching with you on those areas that will yield the greatest impact.
Do others see you as you see yourself? Often we think more highly or more poorly of ourselves than is really true. And if you’re the leader, only a few people may have the courage to tell you what they really think. But as outsiders, they will probably tell us. The Leadership Portfolio is a customized leadership plan based on collection of reports, observations, and insights that are gathered from a variety of input sources – you, your team, your colleagues, your advisors, your Board and, in appropriate cases, your clients. You’ll get a real-world lens on how they think you’re doing. Often the results can be shocking! They think you’re doing better than you thought. And they have some terrific ideas for you to leverage.
If you don’t publicly and clearly state what your values and standards are, how can others adhere or live up to them? And if there aren’t outcomes for doing so, what’s the incentive for them to even try? It’s not good enough to run your organization with expectations because you’ll be the only one disappointed if they aren’t met. Instead, declare the line in the sand – those things you’d stake your reputation on and those things that really push your buttons. Our methodology and process can help you pinpoint and articulate your non-negotiables in a written, defined format that can be published throughout your organization.
What if the job could tell you what it really needed before you hired someone to do it? If the job could talk, it would clearly and uncompromisingly identify the knowledge, personal skills, hard skills, behaviors, and intrinsic rewards that are needed for superior performance. Unfortunately, our personal biases prevent most people from hearing the job talk.
The methodology we use is a measureable, documentable, and sustainable process that cuts through the chatter and supposition. We help distinguish the behavioral traits, intrinsic motivators, skill competencies, and acumen indicators that the job itself requires. These collective attributes become part of a customized job benchmark against which you can assess both new hire candidates and existing employees, comparing them to what the job says it wants as well as to each other.
Failure to use assessments as a part of your hiring or screening process limits your ability to accurately select superior performers. Hiring the wrong person is costly, painful, and wasteful. There are a lot of assessment tools out there and some of them only give a small glimpse of the total picture. When you select The Medlin Group’s assessment tool, you will have selected a high quality, business-centric, validated instrument. In combination with personalized interpretation from someone like us who understands your business needs, culture, plans, and ambitions, you will significantly increase your potential for hiring success.
The individual you’re thinking about already works in your organization. Perhaps they’re doing a superior job and you are contemplating promoting them. Perhaps they are not performing to expectations and you don’t know why or what to do. Either way you want an outside lens on things before you make further investment decisions in this critical resource. You don’t want favorable or unfavorable one-sidedness to cloud making the right decision. You want to know what’s behind the curtain. That’s what we do. Using our Discovery interview process, we can help you find out what’s going on and provide you relevant recommendations on what to do about it.
Do you know how you come across to others? Do you understand how they “hear” you? Do you even care? You should, because effective communications is widely and consistently affirmed as one of the top 10 qualities of a great leader. What you say matters as much as how you say it. This is not just about expressing; it’s about inspiring – getting your message through to others who, based on their unique style, interpret what they hear through their own filters. The Medlin Group’s online leadership and communication assessments provide you with a personalized report and readout about your style, about how you come across to others, and about how you can effectively adjust how you say things to become an even better communicator.
“Where is your organization going?” It’s a simple question but one that often yields a glib or vacant answer. Yet it’s really important to answer this clearly and consistently– for your employees, your partners, and other constituencies that you depend upon. Knowing where you’re headed is critical to getting there.
Strategic planning, also called direction setting or destination setting, is the grid through which you sift the major decisions facing your organization. If something doesn’t support you getting to your planned destination you shouldn’t do it. The Medlin Group offers a process to help you sort out your strategic plan, define a direction, put specific milestones in place, identify relevant success metrics, and determine the tactical steps to get you there. Everyone that plays a role in your organization needs to know where you are going and how you will get there. Once they do, they will understand their role and contribution in facilitating smooth and successful arrival.
How do your know if you’re doing the right things in the right way to get you to your business goals in the desired timeframe? As you business grows, so does its complexity. Which means the more you grow, the more intricate things become. The CEO’s priority on people, process, and profit must adapt depending on the company’s current growth stage. In fact, the CEO’s leadership modality needs to adjust as well. This is only part of the story. In addition, there are 27 main business challenges that impact every growing business. We can help identify the ones to focus on first given your company’s unique stage in its growth. This offering is available for companies with 2 – 500 employees.
"For the past forty-one years, God has privileged my wife and me to pastor an underclass, mostly minority church in the inner city of Denver. The divide between that demographic and mainstream society is enormous. So many things that work for the majority culture simply do not work here. It is difficult enough for someone from the outside to accept that disagreeable reality; it is quite another thing to attempt to bridge such a gulf. Eight years ago, Ken and Judi Medlin came to us with singularly open hearts, extensive business backgrounds, and a love for Jesus Christ and the poor. In a few years, they covered interminable social distance that took us decades. And then they offered to coach and equip us with skills we never learned in seminary, much less in urban ministry. As a result, our key personnel and we now have in-depth profiles of how we function as leaders, we have a business plan, and we have been spared some potentially disastrous decisions through their counsel. They have been a literal Godsend. "
New Life in Christ Church