Get the most out of your people

• The DRiV needed practitioners who could deploy it well in rooms its author would never be in.
• Licensing more users would not have achieved that, so the curriculum taught why the instrument behaves the way it does rather than how to read its output.
• Every participant used the instrument on themselves before going anywhere near a client.
• More than eighty are certified and none has called back for help with a debrief.

The DRiV assessment needed practitioners who could deploy it well in rooms Chris would never be in. Licensing more users would not achieve that. The firm needed people who could handle whatever a real client brought them, including the situations no script covers.

Designed the curriculum end to end, including the facilitation guides and the practice architecture. Built it to explain why the instrument behaves the way it does, rather than how to read its output, because a practitioner who understands the mechanism stops needing the script.

• Goal entry in the HRIS sat at twenty percent, so the system held no reliable record of what anyone was working toward.
• The rebuild was end to end: what to add, what to remove, and the manager journey mapped with HRIS and Employee Experience.
• Goal entry reached ninety-seven percent and calibration errors fell by three quarters.
• Ninety-nine percent of teams said the conversation was worth having, which matters more than the ninety-eight percent who completed it.

Performance management across the enterprise needed a redesign. Goal entry in the HRIS sat at twenty percent, which meant the system held no reliable record of what anyone was working toward. Every stakeholder group had a different view of what should change, particularly around calibration, performance labels, and how managers entered notes.

• Eight accomplished European leaders, where the problem was not capability but how they worked with each other.
• A driver assessment ran before the session and was read three ways: each person alone, each pair, and the team as a whole.
• Commitments were written before lunch and then tested the same afternoon against the team's own contentious issues.
• The same design then ran for Sales, R&D, HR and Asia with no rebuild between rooms.

A European leadership team of eight needed alignment on priorities, and the silos that had built up inside Europe and across the wider company needed breaking down. The team was accomplished and the problem was not capability, it was how they worked with each other.

Ran a driver assessment across all eight leaders before the session, and read the results three ways: each person alone, each pair, and the team as a whole.