Based on our insights on the challenges of adult learning, there are a number of differences between Evolve's style of engagement and traditional consulting. Although some of these differences may not seem significant, we have substantial evidence to show that when made together they make a significant difference to your results. Our style of engagement creates much deeper ownership and learning for your people, creating an impact on performance that is not only sustained but continues to be built upon in the future.
If your people don't believe it's their process, they won't look after it. We call this the "you don't wash the rental car" problem. So how do you develop genuine ownership?
We help you create teams that work with us over an extended period of time to co-create and implement solutions together. First we help your people see the opportunities and get committed to the results and deliverables that they have developed. We then support them as they learn new skills through practical implementation. Our role is to share expertise to close gaps and coach the team through the process. We also create a program leadership team to drive performance of the various sub teams, communicate effectively and ensure that things are seen through to completion.
This approach of "learning-by-doing" in teams has a number of other benefits. It helps address the challenge we call the cost of learning. This refers to the difficulties of changing the performance of experienced people who already consider themselves successful. This is where the loss of self-esteem associated with the change seems to outweigh the benefit. The implication that "we've been doing it wrong all these years" is usually very hard for people to accept.
This relates to change because it is critical that people are not threatened by being exposed as not good enough. This is why it is important for teams to work on new things together and help others feel that they are all in the same boat. It sheds light on the importance of leaders making it crystal clear that the process will be seen through and why new learning needs to be practiced almost immediately so it is not to be rejected.
“After thirty-five years of doing P&A work, I’ve never seen a well that completed under budget until now; and we have remained consistent in our ability to execute at that level into the future."