CID™ — Consistent Intentional Dialogue™

CID™ (Consistent Intentional Dialogue) is a structured approach to leadership that helps people think clearly, strengthen relationships, and improve the performance of the business through consistent, purposeful conversations.

CID™ creates value in two directions:

For the individual: Helping people think clearly, grow professionally, and achieve meaningful goals.

For the business: Helping leaders strengthen relationships, improve performance, and get the best from their people.

‍ Aligning Goals

• For people: It helps them achieve their specific professional goals.

• For owners: It provides the insight to get the best performance and potential from their people.

• Targeting Friction Points: CID™ seeks to resolve the underlying issues that often create "friction" between individuals, resulting in lower engagement that impacts your return on investment (ROI). You are not waiting for the efficiency ratio to improve on its own, or hoping employee morale gets better, your challenging it. The dialogue becomes an opportunity to hear the issues, define the priorities, and create measurable value for both the business and the employees.

  Structure

• Consistency: Is a simple measure of what you are doing or not doing. How consistent or inconsistent are you in your approach? What was the outcome? Anyone can start a program. Maintaining it is the challenge. Failure at this step means your consistently not dealing with the issues. Or that things are happening, but your don’t really know why.

• Intentional: Structure, purpose, discovery, curiosity destination. The meeting needs intention. Consistent meetings with intention bring purpose, growth and insight for both employee and owner.

• Dialogue: Asking questions, being curious, challenging and accountable, with the purpose of making a difference. If the meeting is inconsistent and the intention is unclear the dialogue will have little impact.

• Cultivating trust example: A team that trusts its leader will tell you what’s really going on before it becomes a problem.

• Listening example: Making the time to listen to an employee on a consistent basis.

• Evoking awareness example: An open ended question can shift a person’s perspective.

• Facilitating growth example: The manager who invests in their team’s growth gets a team that invests back.

‍ ‍ Meetings

• Cadence: Figuring out the cadence of the meetings is essential. Not everybody needs to meet every day, week or every month. If you a miss a meeting you just skip to the next one. The fact that the meetings exist in a calendar send a message to the employee that its their if they want it. If they miss it because they are busy all the time explore that theme.

• Notes: Take notes and keep them for the next meeting. Structure and progress can be revealed by documenting the conversation. It makes the employee feel heard. That you were listening.

• Owner of the Meeting: Be the leader. Make a difference in the employees work life. Seek out conflict and challenge it. Share your insight with colleges and your boss. Suggest outcomes that could benefit the company.

You might think this sounds obvious and simple. Consider for a moment, is your company doing this? How hard would it be to to get it going? It’s simple for a reason.

The effectiveness of this bridge is evidenced by a 98.2% retention rate with a team of 40 artists. 42% growth over 3 years in an industry that averages 3-5% annually.

Fractional coaching embedded in your business is about recovering the return on your most expensive investment. Your people.