Organizations are social constructs. As such understanding the relationship between its structure and the interactions between its members is critical for creating effective organizations and to achieving improved outcomes. Our approach at Shining Light Services (SLS) consist of objective assessments, personalized support, interactive training formats designed to promote interpersonal mastery/knowledge and coaching of key leaders all designed to build a commitment to your organizational goals and to create organizational capability improvements. Specific areas that SLS can assist you in addressing include; structural analysis (span of control, change management and alignment of decision making and product flow), accountability (review and evaluation process), principles of leadership, strategic planning and assessment, staff development, and social/cultural competency.

SLS understands that although information about organizational change, performance enhancement and organizational change is widely available, it is the analysis of that information, the appropriate implementation strategy and a crucial review progress that will determine both positive and lasting change.  Analysis, Implementation and Review (AIR) are key components of training and support by the SLS.  Our three step organizational improvement system is designed to produce positive results. We maximize performance by partnering with you to align organizational context with clear strategic plans, effective leadership practices, and efficient staff behaviors.

Why is performance enhancement critical to economic value and personal success?  Because the margin between profit or disappointment, accomplishment or failure is not as great as people often assume. At SLS, we know that there are controllable factors that significantly determine whether any given outcomes will be successful. A classic study by Hunter and colleagues (1) demonstrated that top performers work output can be two to twelve times that of lower performing workers.  Increasing performance must be economic and personal priority.  It is well established that in most work environments, job performance is only 10% job skill, the remaining 90% is emotional-social competence (2).  SLS assist clients in developing the critical 90% of on the job performance that is required for success.

1. Hunter, John, Schmidt, Frank and Judiesch, Michael, Individual differences in output variability as a function of job complexity, Journal of Applied Psychology, 75 (1), 28-42, 1990.

2. Goleman, Daniel, Working with Emotional Intelligence, Bantam Books, New York, NY,  1998.