ForeseeNow, a Preston Global Extension, is retained by prospective clients for numerous reasons based on what they consider imperative for operational wellbeing.
Leaders use our specialist services before, during and after ominous occurrences. Much of our practice revolves around response to or elimination of existing troubles — external and internal.
During initial on-site interviews, executives frequently ask about our ‘process,’ — a logical question. Consider FSN’s basic outline.
First comes an initial meeting. That session, without time or expense charges, usually requires approximately 90 minutes. We seek candid answers to basic questions; we probe as necessary. Everything is confidential.
Among key inquiries are:
- Is this meeting for preventive/avoidance matters, current incident response to eliminate your problem(s), or for restoring prior tranquility and operational problems(s) — perhaps all three?
- How do you perceive your predicament right now? What other matters inhibit restful sleep, which could be associated with reasons for this discussion?
- When did you receive enough information about our main topic that triggered today’s action? And before we return home may we review all materials, data, print and electronic, germane to the case?
- If you select us, who will be our 24-hour contact? What is the individual’s status if not someone in this room?
- What else do you expect from us that hasn’t been disclosed, and will any restrictions be imposed? If so, please explain.
- Is there anything else about us you need to know?
- Why were we invited for today’s meeting? Specifically.
This transparent phase concludes by explaining step two: Research, interviews, studying, analyzing, and identifying even iota elements of the problem before outlining action plans specific to the situation. We expect instant communication tasks internally and externally.
Step three is a formal plan presentation for approval. Our plans always are open to discussion, clarification and limited revisions. Detailed development of strategy and tactics follows contract and retainer fee execution. Initial implementation in less than a week isn’t unusual; we move quickly, thoroughly, diligently. Seldom do conditions remain static, particularly in early stages.
The fourth step involves carrying out our strategy and tactics. During this period monitoring, measuring, evaluating effectiveness, and adjusting as necessary, become obvious to anyone monitoring our work.
Constantly refining “the process,” FSN specializations open C-Suite doors. CEO and Board members should demand no less expertise when companies, institutions, agencies, professional firms and high profile individuals search for positive results.
We report regularly to the CEO or a trusted authority as designated. Conscientious respect for executive time remains uppermost in our minds but conversely, speedy response to any summons is another trademark at FSN.
Finally, when troublesome circumstances ease, we focus on repairing any rips discovered from episodes leading up to situational control and normalcy.
To be clear, we are most effective when granted latitude to execute all steps and solutions. Top officers will be burdened enough with regular duties.
Our independence removes bias as well as overwhelming sensations amid internal decision-making. Your train continues on the right track, not routed to a siding because someone inadvertently forgot to pull the switching lever!
Client confidence must prevail. Relationships require trust. Successful case managers strive diligently for client trust. Doing so requires latitude in performance.
Faith evolves from confidence. We must earn customer confidence through our fact-finding, methodologies, approach to unraveling mysteries, and unconventional (as necessary) strategies and tactics.
Serving numerous recognized icons — individuals as well as corporations, agencies, institutions, and professions north, south, east, west, a strong working partnerships with internal PR whenever available is welcomed sincerely.
People frequently ask why such distractions cause loss of focus among even the most talented leaders. The answer usually is emotion. And that is NOT abnormal at all. Unwanted events prompt a disengaged mindset.