‘On the Spot’ Effectiveness that Translates Strategies into Business Results


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An Espoir Worldwide Initiative

Espoir was founded in 2005 by a team of industry professionals working with leading global companies specializing in Technology, Engineering, Human Resources, Finance, Arts and Management .

We create innovative, cutting-edge skill-building programs that help people learn automatically, and also bring them out of their “Unconscious Incompetence”. We develop new methodologies & technologies for this.

Our Values, Our Beliefs

We are passionate about what we do. We are happy with our creations because our users are satisfied with what they achieve in real life situations as a result of trusting our products and programs.

We don’t advertise. We believe, if you are really in need, you would search and find us. We also believe, ultimately, you are responsible for your future. We can sincerely help. Let us meet on ‘Let’s Meet’ page.

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Managers and Data Analysis

Analysis refers to extracting larger meaning from data and information to support evaluation, decision making, improvement, and innovation. Analysis entails using data to determine trends, projections, and cause and effect that might not otherwise be evident. Analysis supports a variety of purposes, such as planning, reviewing your overall performance, improving operations, accomplishing change management, and comparing your performance with competitors’ or with “best-practices” benchmarks.

For example, Japan’s quality revolution started by an American who decided to introduce Statistical Quality Control in Japanese automotive companies. The Japanese undertook a silent revolution in product quality – a program of quality

improvement with the help of two American professors. Dr. W. E. Deming and Dr. J. M. Juran. They introduced Statistical Quality Control and new management philosophers to improve product quality at an unprecedented rate. Japan became successful by collecting and analysing data.

Every economy that collected and analysed data for decision making thrived. In 1980, NBC, an American channel ,aired

a program titled, “If Japan Can ... Why Can’t We?”. Mr. Donald Peterson, President of Ford Motor Company, invited Dr.Deming, the prime catalyst behind the transformation of Japan's industries, to help transform Ford's operations. Within few years, Fords earnings were the highest for any company in the automobile history, despite a 7% drop in US car and truck industry sales!

Building Future Orientation in Managers

“Future orientation” is the degree to which individuals in organizations or societies engage in future-oriented behaviours such as planning, investing in the future, and delaying gratification.

Ensuring an organization’s sustainability requires understanding the short- and longer-term factors that affect your organization and marketplace. The pursuit of sustained growth and performance leadership requires a strong future orientation and a willingness to make long-term commitments to key stakeholders—your customers, workforce, suppliers, partners, and stockholders; the public; and your community.

Managers with low level of future orientation have the propensity to spend now, rather than save, or invest for the future. They display the characteristics of now and prefer gratification as soon as possible. Organizations tend to be inflexible and maladaptive.  They tend view material success and spiritual fulfilment as separate, requiring trade-offs.

Managers with high level of future orientation have the propensity to save now for the future. They always emphasize working for long-term success. And the organizations tend to be flexible and adaptive. They also view material success and spiritual fulfilment as an integrated whole.

Training Input from Employees & Their Managers

It is important that we derive most of our training needs by looking at the organization's strategic plan and other related documents. However, one might ask, ‘who knows an employees’s training needs best? Employees themselves, their supervisors/managers or a professional executive?’ Whatever be the answer, it is also important that you listen to employee's views on their own training needs as well as those of subordinates.

Then, How do you seek and use input from employees and their supervisors/managers on education and training needs and delivery options?

Employee knowledge and skills have become increasingly important determinants of a company's success. Even formerly low-tech jobs and industries have become high-tech. Even a car mechanic needs to understand computer hardware, software, on-board diagnostics, as well as all the old mechanical and electrical skills. Successful companies have found that their employees need to continuously upgrade their knowledge and skills to remain competitive. Therefore, it is important to ensure that you maintain and continually develop employee knowledge and skills.

Effective executives ensure that career development plan for each employee is developed with an identification of training and mentoring needs for potential future assignments. They look for the depth and breadth of developmental plans and related training and educational needs. It is important that the curriculum is designed that organize courses into logical sequences.

Managers that inspire to embrace meaningful change.

Even in the most innovative and successful organizations, change does not roll in on the wheels of inevitability, but comes through continuous struggle. And so the executives of the organization must straighten their backs and lead from the front.

Even in the competitive environments where companies compete for the market share, better resources, or for hiring better talents, another company can't ride you unless your back is bent. If you are on the path of continuous and meaningful change, you need not bend your backs.

Everyone thinks of changing the world, but no one thinks of changing himself. Therefore, the first challenge of any behavioural change program is to prepare the learner’s mind. And to change an experienced managers’ mind, of course I is a Herculean task. I think Chiefmentor programs are way ahead in that.

ChiefMentor programs guide managers in using the defined values and strategies to help guide all their organization’s activities and decisions. It is because the managers should inspire and encourage their entire workforce to contribute, to develop and learn, to be innovative, and to embrace meaningful change.

Above all, ChiefMentor program builds the sense of responsibility in managers that they should be responsible to company’s stakeholders through their actions and performance.

Manager & The Self-Efficacy of the Team

As we know, self-efficacy is the belief that someone 'can do' something (like successfully complete a training programme). 'Can do', it turns out, translates into 'will do'.

Not only do individuals have a high and low efficacy, but so too do teams. If you have a group of employees with low efficacy and they believe they are not capable of causing things to happen, then you must watch out. They will talk down or ridicule any change or new vision, goal, or strategic plan because they don't believe they are able to bring it off. They begin to use negative creativity (how to get the goal to go away) vs positive creativity (how are we going to get this goal and then go one better).

As a Manager one of your most critical tasks is to ensure your team has a high collective efficacy so that as new goals, problems, opportunities come your way, you are able to rally the team around and get the team to gang up on them. Help your team to know that they are more than capable of achieving whatever it is you need to achieve. You do this by building opportunities for each of the four factors above to occur in your daily interactions.

ChiefMentor programs are designed in such a way that you can grow your own efficacy, and as a leader you can grow the efficacy of the individuals/group you are working with. You simply apply the four steps listed above.

ChiefMentor programs cement the concepts that innovators must develop, modify, and implement ideas while navigating ambiguous problem contexts, overcoming setbacks, and persisting through uncertainty. Innovation self-efficacy is our belief in our ability to take part in these types of actions. Innovation self-efficacy and innovative action are mutually reinforcing. Positive feedback from innovative action builds confidence, which leads to more innovation behavior.

Managers’ Personal Learning

Personal learning can result in

(1) a more engaged, satisfied, and versatile workforce that stays with your organization;

(2) organizational cross-functional learning;

(3) the building of your organization’s knowledge assets; and

(4) an improved environment for innovation.

Thus, learning is directed not only toward better products but also toward being more responsive, adaptive, innovative, and efficient—giving your organization marketplace sustainability and performance advantages and engaging your workforce to increase satisfaction and the motivation to excel.

A successful manager is personally committed to and actively works to continuously improve himself or herself; recognizes the need to change personal, interpersonal, and managerial behaviour; actively seeks feedback.

ChiefMentor programs inspire managers to continuous learning and self-improvement, and aggressively undertakes activities to enrich intellect, to build new skills, and to hone existing skills. Also, to continually expends his or her talents and gifts to the fullest, participating in a variety of events and pursuits designed to build on strengths.

ChiefMentor programs strives to build managers as a role model for those who strive for personal excellence. And expect to demonstrate mastery of agility in meeting changing conditions

Innovation is Not for R& D Alone.

This is an interesting question. To what extent are you responsible for innovation in your company? The reality is that unless they're in research or product development, most people in organizations don't think of themselves as innovators. In fact, many managers discourage their people from inventing new ways of doing things — pushing them instead to follow procedures and stay within established guidelines.

In many companies, there are "official innovators" and "everyone else"

Innovation is no longer strictly the purview of research and development departments; innovation is important for all aspects of your operations and all work systems and work processes. Organizations should be led and managed so that innovation becomes part of the learning culture. Innovation should be integrated into daily work and should be supported by your performance improvement system. Systematic processes for innovation should reach across your entire organization.

Innovation builds on the accumulated knowledge of your organization and its people. Therefore, the ability to rapidly disseminate and capitalize on this knowledge is critical to driving organizational innovation.

Most people believe they aren't creative, but that's simply not true. ChiefMentor programs talk about the importance of involving every employee in creating the future. They specifically reiterate how mastering innovation starts with cultivating empathy for the customer and the ability to be with change.

All aspects of time performance now are more critical, and cycle time has become a key process measure. Other important benefits can be derived from this focus on time; time improvements often drive simultaneous improvements in work systems, organization, quality, cost, supply-chain integration, productivity, and sustainability in a challenging economy.

ChiefMentor programs build the optimum level of future orientation in managers. For an organization’s senior leaders to set directions and create a customer focus, nurture clear and visible organizational values, and high expectations for the workforce, it is imperative to have a high degree of future orientation.

ChiefMentor programs inspire companies and managers employ vidence-based management — the notion that real knowledge in the form of empirical analysis of results is the shortest path to sound decisions.

Back Back Back Back Back Back Back

Susan Mathews, Consultant

Anna Sharick , Senior Consultant

Richard Harris, Senior Consultant

Arthur Wood, Mentor, Texas

Sandy Ray, Senior Editor

Randy Lau, Consultant, Singapore

Kate Welsh, Consultant

3 Working with the Results in Mind Inspiring the 'Can Do' Culture When Agility is the Ability Innovations in Learning Innovations Knowledge Critical Success Factors & Training Needs 3 Working with the Results in Mind Inspiring the 'Can Do' Culture When Agility is the Ability Innovations in Learning Innovations


3D Executive Excellence Framework

Innovations in Advanced Learning Theories &

Cutting-edge Technologies

Programs are based on: