The Clarion Call : Unlock The Potential Within, Spring 2003

Spring 2003 Issue

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Unlock The Potential Within

	Introduction by Bill McKendree, President

More and more, executives are recognizing the importance of considering the human side of the business equation. Concepts such as “behavioral economics” and “emotional intelligence” have become an integral part of the business lexicon. The Clarion Group has long asserted the central role of behavior in an organization’s operating model (The Clarion Call Fall 2000 ). Through our Behavioral Practice, we have pioneered a unique approach to help clients achieve organizational and personal alignment that in turn delivers improved bottom line results. Helping individuals and senior teams become more effective means going beyond mere symptoms in order to uncover root causes. This work, while intensely personal, results not only in enhanced effectiveness but also greater satisfaction. It is an approach that unlocks the potential within by focusing on individual empowerment and improved team dynamics. Karen Hamilton is one of the faces behind our Behavioral Practice. With a Ph.D. in clinical psychology, a Master of Divinity degree, and over 15 years of experience working directly with senior executives, she represents the true point of difference in our approach. At The Clarion Group, we have been fortunate to experience tremendous growth over the last several years. In 2002, we achieved 40 percent growth, almost half of which was directly attributable to our Behavioral Practice. Looking ahead, we anticipate half our growth in 2003 will be from behavioral work with clients looking to achieve stronger personal and organizational alignment. This issue of The Clarion Call is an intentional departure from our usual style, yet it builds on our established frameworks of effective operating models and organization design. The insights presented are simultaneously reflective and predictive of the evolution of Corporate America. We hope you enjoy this issue and, as always, we welcome your feedback.

A Context for Positive Growth

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Consider for a moment the adage, “If you do what you’ve always done,
you’ll get what you’ve always gotten.”

Or better yet, “If it ain’t broke, don’t fix it.”

Some would say these are truisms about the value of consistency and predictability. However, is it desirable—or even possible—to remain the same in a world of constant change?

As emotional beings, individuals can be reluctant to change, instead preferring the security and comfort of a known course. We may allow ourselves to be lulled into assuming future outcomes based on past success.

The risk with this approach is to never realize our full potential as individuals or as organizational teams. It is akin to the financial assertion: Grow or die. The opportunity is to embrace change and our inner capacity for growth. It is this idea of unlocking potential, both individually and organizationally, that led to the development of The Clarion Group’s Behavioral Practice. Our approach is centered on two fundamental business concerns: first, helping individuals, teams, and organizations identify effective behaviors; and second, helping them to manifest these desired behaviors in daily interactions.

Behavior in Vogue Behavior and emotion have become hot-button words among management theorists and economists over the past several years. Terms such as “behavioral economics” and “emotional intelligence” have been coined to describe the significant role human nature plays in achieving business success.

Just as organizations are comprised of the individuals who make up the whole, each of us is a composite of our unique capabilities, experiences, motivations, and beliefs. These elements combine to form the subtext for our actions and our ability to relate well to other people. Executives who want to get the highest level of performance from themselves and their senior teams need to understand not only the optimum external behaviors for success but also the underlying internal beliefs and values.

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