Preceded by a leadership gap assessment, MTS has initiated the implementation of its Leadership Development Process (LDP™) for supervisors at the MRS plant in St. Louis, MO.

For many years MTS has offered this kind of training, rooted in our original workshop titled What Is A Supervisor (WIS™). Along the way the program enlarged its scope to include other levels of leadership and the name changed to What Is A Leader (WIL™).

The most recent development preserves all of this, but it restructures the approach to that of leadership as a process. This unique approach takes advantage of our extensive process management know-how, and its companion strategy known as The 10 Key Questions (10KQ™).

LDP takes the form of the management system known as Plan-Do-Check-Act (PDCA). Each of these four phases defines the core leadership skill-sets. Each of these in turn is covered in a module.

As an umbrella, an overview module on Leadership Development Process sets the stage and provides the framework for the individual core modules. These individual modules can be covered in facilitated workshops in 4 to 8 hours, depending on the scope of the subject.

Planning Phase Modules:

  • LDP Overview
  • Strategic Planning
  • Functional Planning
  • Job Descriptions
  • Setting Objectives
  • Prioritizing (Time Management)

Doing Phase Modules:

  • Coaching
  • Communications
  • Teamwork
  • Delegation
  • Training
  • Effective Meetings

Checking Phase Modules:

  • Measure Training Results
  • Performance Evaluation
  • Giving & Receiving Feedback

Acting Phase Modules:

  • Performance Counselling
  • Conflict Resolution
  • Change Management
  • Decision Making

With Respect to Society, MTS™

N
Does not place profits above all else; while recognizing the need to add value for the shareholders, profits are considered part of the cost of staying in business and perpetuating the institution in the service of the industrial/manufacturing segment of society.
N
Understands that MTS™ integrity and business ethics exist in MTS™ people, or they do not exist at all; that they must be upheld by individuals, or they are not upheld at all.

With Respect to its Resources, MTS™

N
Believes that MTS™ people are our most important asset, for whom we make deliberate efforts to develop in the context of specific projects.
N
Is owned by employees, an association of professionals who embrace the concept of stewardship as a management philosophy.
N
Grows organically by establishing strategic business units, rather than by creating a large centralized organization.
N
Considers MTS™ management as a resource for the rest of the organization.
N
Re-invests profits in itself to develop its people, new products and services and to perpetuate the company.
N
Adheres to this code of ethics: On essentials, unity and consistency; on non-essentials, freedom and flexibility; on everything, integrity and professionalism.

With Respect to Products and Services, MTS™

N
Endeavors to provide the highest quality work with the MTS™ Technology Transfer System and continually seeks product and service improvements consistent with project opportunities and technological advances.
N
Works to obtain defined, measurable results rather than just to sell time and materials.
N
Accepts the primacy of the project concept in the conduct of business.
N
Establishes performance standards for work and manages projects against them: Technical Objectives; Customer Satisfaction; Product Development; People Development; Profitability; MTS™ Satisfaction.

With Respect to Customers and Markets, MTS™

N

Concentrates efforts mainly in industrial organizations around the world, because the MTS™ Technology Transfer System transcends cultural lines.

N
Responds to the customer's specific needs and recognizes that while "the customer is not always right," the customer is always the customer.
N
Charges a fair price for its work, not “what the market will bear.”
N
Is willing to forego doing business if there are serious discrepancies between MTS™ values and the customer’s values.
N
Favors strategic alliances and partnerships over rigid contracts.