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Why our programs work

A New Approach Management, Leadership, and Organizational Development.


While we were conducting our research we came across some startling information --- Typical management and leadership development programs do not have any impact on organizational performance.  With $170 Billion spent annually on leadership development programs, the question begs to understand why so many organizations have so few engaged employees and perform in the realm of mediocrity.  The answer is simple; most leadership development programs are not designed to make a difference. 


Ours are designed to make a difference, and here are seven reasons why they do:


The Seven Elements of High Performance™

It all begins with our highly researched model of organizational performance dynamics. This simple, yet comprehensive and powerful model provides information on why exceptional organizations achieve better results, explains complex concepts, such as organizational culture and employee engagement, and gives you a road map on how to use these elements to create your own high performance organization.   While there are many sub-models, some of the more important ones that really help our programs make an impact are:

  • Whole Person Dynamics™ – If we are to put People at the Center then this model helps managers to better understand some of the dynamics that are at the heart of people. 

  • Management Dynamics™ – There is a lot of discussion about the dichotomy of management and leadership, yet little of it is actually founded in research.  This model demonstrates that Leadership is actually a subset, or role, of being a Manager, and then shares what, based on where in the organization a manager is, what they should be their primary role and where they should be placing their attentions.

  • The Diamond of Engaged Performance™ – The research is clear; engaged employees are critical for organizational performance.  Yet, it isn’t so clear about what employee engagement actually is, or what creates it.  Too many organizations, vendors, and consultants are focusing on making employees happy, but that is so far away from what engagement is, there is no wonder most organizations are still mediocre.  This model spells out the four Elements that combine together that energize and focus employees on the things that are essential for organizational performance. 

You can learn more about this research here

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Focus on Organizational Development, not Individual Development

Most leadership and management development programs begin with the idea that if they simply develop the individual into a better manager or leader, then that will translate into better performance.  And while the manager’s individual performance may increase, it doesn’t mean that this increase in performance will translate into increased team or organizational performance.  Our basic tenant is that it does take exceptional leaders to create exceptional organizations, but the focus must be on the development of the organization and not the individual.  While participants in our programs certainly learn and are challenged to better themselves, we keep them focused at all times on how to apply that learning to their teams and the organization. 

Modularization – It takes time to change

Our programs are designed to be delivered over time.  You simply cannot develop a manager into a leader, whether at the line supervisory level, or at the executive level, in a program over 5 consecutive days.  That is entirely too much information being delivered at one time, and then there is no support system in place for the application of that learning back at the worksite.  But our programs are designed to be delivered in one or two day sessions, where managers learn concepts, master skills, and then are given time to apply them back on the worksite before we move on to the next set of concepts. 

Hands-on Learning

Our workshops are not a series of lectures.  Instead, we offer new concepts succinctly through demonstrations or videos, and then move the participants into individual reflection, group discussions, and then class discussions.  Skills are then practiced, and action plans are developed.  Our workshops are never passive, and everyone gets a chance to participate.  Every group discussion is led by a “table leader,” who then provides a “report” back to the rest of the class on what was discussed.  In addition to teaching and applying leadership skills on this small level, it also helps managers to feel more comfortable organizing information and then presenting it to their peers on the fly. 

Application Exercises

Yes, we assign homework!  At the end of every session there are activities that are assigned that are specifically designed to help put into action what the participants have been learning during that session.  The whole purpose of chunking information into smaller modules is to allow for the application of that information.  After all, learning how to be a better leader does not happen in the classroom, but back at the worksite, where managers interact with those that they lead. 


Teams and teamwork is the most untapped business advantage today.  Because our programs are designed to get managers interacting with those they lead, they begin to Build Trust and teamwork.  This develops not only the manager but also their team, and turns learning into action which then leads to results. 

Impact Project™

All of our programs are designed to impact the overall performance of the organization, whether it is through the increase of employee engagement and the organization’s Payroll Efficiency Factor™, which is the focus of our Leadership Connections: Engaging Performance™ program, or the development and implementation of what we call an Impact Project™, which is a major component of all of our executive leadership programs, including TeamQuest™ and the Executive Leadership Forum.  Impact Projects™ are intended to allow a team to identify an Impact Goal™ that when achieved within the next 6 months will have a major impact on the organization’s performance. 

The idea is not for any one manager to identify and achieve that goal, but rather, the manager will lead their team through the identification and planning process, and then support their team as the team implements and puts that plan into action.  Some Impact Projects™ simply solve minor issues that are causing major aggravation for employees or customers, while others tackle more major issues. 

For example, one client’s Impact Project™ from their TeamQuest™ program cut over $1.6 million per year in scrap and waste, which was 1.6% of revenue and a huge impact on their bottom line profits.  Their Leadership Connections: Engaging Performance™ program saw an increase in their employee engagement, as demonstrated by an increase of 10% in their Payroll Efficiency Factor™, and a drop in their turnover rate by two-thirds. 

 To Learn more about this Client's Outcome, Click Here


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