Glenn partners with leaders to push the edge of what’s possible, challenge constraining assumptions and pioneer new sources of value. As skilled partners, we team with both individuals and organizations to aim high, take action and realize aspirations. He is the founder of the management consulting and training firm, FrontierWorks LLC.
Explore our services:
- Coaching Leaders
- Building Resilience
- Raising Ambition
- Mastering Execution and Revitalizing Leadership
- Alignment – Moving Forward Together
In today’s politically correct environment it is often difficult for leaders to get “straight talk” from their organization. Truth is often shaded to make people look good or hide bad news. Many Board relationships have shifted from support to inspection. Increasingly, leaders feel isolated.
Today, more leaders are turning to season peers to provide wisdom and perspective on pressing career and business issues. Effective coaches must possess five important characteristics: empathy, commitment, practicality, focus and ambition. Glenn Mangurian has over three decades of experience in working with executives to achieve extraordinary results. He has a track record of personal and organization achievement.
As an independent “thought partner,” his insights can cut through the fog of uncertainly. Whether it is sorting through a series of tough choices, confronting unexpected adversity, revitalizing ambition, rekindling life passions or executing on a new path, his outside experience can crystallize your thinking and encourage you to take action.
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In today’s dynamic business environment it is common for organization to face one or more major adversities or crises. These may include:
- Products that fail to perform in the marketplace
- Key executives that unexpectedly depart
- Major customers lost to competitors
- Legal exposure and class action
- Major financial set back
- Adverse media exposure
Unfortunately, the real adversity usually comes “out of left field” without warning.
Crisis management usually focuses on public relations to recover any damage to public image and assure stakeholders that recovery is underway. But, how does an organization endure major organizational setback? What are the internal support systems necessary to come back stronger? What leadership characteristics and personal experiences are necessary to instill confidence among employees and other stakeholders? How do leaders build resilience as a core competency?
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The growth strategies that have worked in the past are no longer effective. Primary markets may have matured. Products may have commoditized. Once growing businesses now drain energy from its leaders. Leaders feel beaten down by their daily struggle. Bureaucracy has replaced possibility. Individuals have a myopic vision of the future that is often constrained by bloated operating costs, cumbersome business processes and bureaucracy. We work with leadership teams to:
- Re-set ambitions
- Re-capture entrepreneurial spirit
- Challenge outmoded assumptions and beliefs
- Re-purpose the company into new markets
- Leverage unique assets into new businesses
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Mastering Execution and Revitalizing Leadership
Day-to-day business seems overwhelming. There is no time to plan or manage the business. Leaders are engaged in endless debates with cumbersome decision process. Misalignment in the boardroom prevents follow though by the organization. Over time leaders’ ambitions have diverged and their talent may be mismatched to current roles. It is unclear who is responsible for what. The result: leaders are scrambling to keep up. We work with leaders to:
- Instill discipline while maintaining entrepreneurship
- Rekindle passion for what possible
- Reset leadership team accountabilities and roles
- Master the discipline of “debate, decide and execute”
- Develop scorecard and key measures
- Build middle management muscle
Alignment – Moving Forward Together
If everyone had to agree with every decision, how would anything get accomplished? It wouldn’t. While some teams have difficulty deciding what to do, others get bogged down in debating how to do it and who should be accountable. In an effort to get each member of the team to agree, action and time are sacrificed.
High performing teams learn how to debate, decide and go forward together. That is team alignment in action. Alignment is not agreement. Rather, alignment is discipline of team members moving forward together during execution after being heard in debate.
- How does a team debate openly?
- What conditions need to be in place for a team member to align behind a decision once it is made without second guessing the decision?
- How do leaders get decisions to “stick” and be owned by his/her peers?