Red Rooster Consulting builds leadership strength through comprehensive strategies that include services for individual leaders and leadership teams. Please click on services to learn more.
I had the pleasure of working with Rosemary DiMonte and Red Rooster Consulting on an Executive Coaching assignment. I was very impressed with the strategic content and focus of the process, and remain pleased with the outcome both personally and professionally. I found Rosemary to have a keen sense and ability to uncover development opportunities that were in the best interest of myself and the organization. I have moved on to a larger responsibility since working with Red Rooster, and Rosemary certainly played a critical role in making that happen!
Commercial Division, ITW Construction North America
Rosemary has been instrumental in helping both myself and our executive team grow as leaders. This personal development is critical to ensure the overall growth of our business. As an owner and executive it is often difficult to get objective and unbiased coaching. Rosemary has helped me understand what subtle changes I can make in my behaviors that will translate into the greatest impact on our business. Equally important, she delivers her coaching in a very honest and succinct manner. All leaders must continue to expand their wingspan, there is perhaps no other worthwhile investment.
Chief Operating Officer
We conduct 360 assessments of leaders at the executive, director and manager level to determine current strengths and areas in need of development. With our assistance, our clients can select an assessment tool from our Assessment Tool Suite dependent upon their level and the type of organization they work within.
We coach C-Level leaders, executives, directors and managers. Each leadership level requires a slightly different approach and level of development advice and counseling.
Our coaching provides leaders --- at the executive, director or manager level - the help they need to develop and strengthen new skills and behaviors. Clients rely on our coaching when they are being promoted into higher-level positions, transitioning into new and different roles and/or in need of achieving major turnarounds in behaviors or skills. We coach leaders in all industries and organizational functions.
The results that our coaching clients achieve match the goals they have set and aimed to achieve. We have success stories to share and references to confirm the effectiveness of our coaching engagements.
Individual Development Plans
We are experts at working with leaders to create Individual Development Plans that are aimed at strengthening the skills, knowledge and behaviors that are most relevant to the individual's feedback, current goals and future career aspirations.
Leadership Team Building
Red Rooster Consulting, Inc. can help your leadership improve and strengthen its team dynamics and relationships. As organizations go through predictable growth phases so too do leadership teams. Dynamics in leadership teams change for many reasons, such as: when new leaders enter the group and existing leaders exit; the business changes due to upturns or downturns in the market; the company is acquired or merged. Our approaches to strengthening leadership teams include an array of experiences, each with unique objectives that reflect
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From this experience your leadership team will:
- Gain insight into individuals’ work styles and group culture .
- Define what he/she is FOR and collectively agree what the team is FOR, will defend, commit do and honor.
- Strengthen relationships enabling more effective decision making and strategic decisioning.
Red Rooster Consulting, Inc. will design and develop training sessions, learning experiences and curriculums to support position specific competencies. Our training --- focused on distinct audiences --- can be instructor-led, online or take the form of a discovery learning experiences. The training we create will support distinct skills that employees need in order to do their jobs effectively. This includes needs assessments, curriculum building, corporate university design, facilitation, or recommendations for alternative sources and impact measurement.
We also have specific Training and Learning Experiences that we have created and can provide to our client organizations as listed below:Leadership and Management Development:
Living As A Leader ®
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Sales Negotiation Strategies
Account Management/Relationship Management
Managing and Leading Sales Professionals
Internal Consulting Skills (For Human Resources and other Support Areas)
Finance Management for Non-Financial Managers
Teambuilding and Personal Effectiveness:
The GPS: Great Pursuit for Success
Mastering Life Balance
Resolving Conflict Between Others
Building Resilience for Change
If Leaders Would Just Be Nice
An Editorial Written by Rosemary Marks DiMonte a business strategist who leads strategic planning across industries, an executive coach to CEOs, and creator of the Manager/Leader Continuum™, an assessment tool for development and growth.
My observation is this: While the best leaders are almost always smart, they are more frequently known as “the best leaders” for characteristics that have less to do with business acumen and more to do with being nice. This is not to say that being smart and strategic are not important; it goes without saying these attributes are critical.
As a consultant to hundreds of organizations I have met many, many nice leaders. The mean leaders have been few and far between. The title of this article is not to imply that most leaders are not nice. It’s to remind those of us who are leaders that something so simple as being nice goes a long way.
Think about it --- most of us need to like a person in order to respect him or her. And, leaders who are respected get a lot more accomplished than leaders who are not respected. We all know that a gentle and consistent push forward works better than blunt criticism and driving force. When people feel respected and appreciated, supported and believed in, they will do just about anything to please their leader. Believing in a person as a leader is tied not only to the leader’s success, but tightly woven to the degree we like and respect the leader as a human being.
Who are your life mentors, the ones who have shaped your greatest lessons? How many of them were among many things simply “nice people?” What did you learn from them that you have adapted into your own style and way of interacting with others?
In the past decade an emphasis on EQ, leading with soul, building corporations with spirit, the Ying and Yang of business culture and other related topics have made many of us more introspective and aware of the roles and responsibilities of leaders. Our country’s recent focus on business ethics and integrity and the downfall related to the absence of these has been a harsh awakening affecting virtually every one ---either directly (in our companies) or indirectly (in our investments). We are more aware of values and the importance of conscientiously living and working by them.
When we assess and coach leaders, we look at them from three viewpoints: Business Acumen, People Management and Leadership. Our observation has been that peers and direct reports of leaders put the most weight on the following competency areas when rating others:
Ability to be a team player
When these attributes are rated lower than other competencies, we know there is an issue around the basic ability of being nice that needs to be addressed in order for the leader to be fully successful.
So, here are some coaching points on being nice that we work on with those who need to develop in this area. Most will be reminders of what you already do. Some will remind you of things you may have stopped doing.
Always greet others in passing or entering and say goodbye upon leaving.
Know peoples’ names and use them.
Take an interest in your staff’s families; inquire about their lives and stay current.
Congratulate them publicly on their individual accomplishments --- both professional and personal. (Don’t mention your own accomplishments.)
If there is bad news to share, do it directly, use your voice not the voice of others.
Make people whole --- don’t let any one leave your organization or team feeling as though he/she has been taken advantage of or treated unfairly.
Be sensitive and knowledgeable about cultural differences and never assume that all people are the same; equal “yes” the same “no.”
Assume the best intentions in others. Tell yourself a positive story about situations before telling yourself a negative story. Let the positive story shape your emotions and actions that follow.
Make others feel special. Make them feel welcomed and comfortable in your setting.
Stay in touch with people – when they call you, return their call. Initiate contact through personal notes and letters. Refer others to them when there is possible benefit to introductions.
Live each day as a leader who is building his/her reputation and leaving a legacy. Honor the mark you are able to make on others and teach themimportant lessons on how to treat others, build and form long-term relationships and be committed to longer-term views of success through people, with people who trust you and like you because you are (among many things) . . . nice.
Rosemary M. DiMonte, is Executive Principal and Founder of Red Rooster Consulting, Inc., experts in strategy management and leadership development. A major service is assessment and coaching of managers, leaders, high potentials and high performers. Located in Glenview, Illinois www.redrooster.net