G3

Consistent performance needs space and recognition. The classic Aesop’s fable, ‘The Goose that Laid the Golden Eggs,’ is an apt analogy, illustrating the importance of creating a supportive environment for sustained success rather than focusing solely on short-term gains.

G3 (Golden Goose Group) draws upon this fable to guide companies in cultivating balanced and life-affirming practices and workplaces. It regards all employees as the talent to be invested in, akin to the goose, and assists leaders in being more empathetic toward their employees to ensure long-term success.

G3’s CEO, Susan Leger Ferraro, is the brains behind this philosophy. Leveraging her extensive business experience, Ferraro has embedded this philosophy into a Deliberately Developmental Model, a concept developed by Dr. Bob Keegan and Dr. Lisa Lahey, and has created her model that promises to accelerate any team’s rise to greatness. The model, called Creating Value through Inclusive Culture (CVIC), emphasizes the importance of collaboratively recognizing and addressing systemic issues, promoting practical and integrative learning, and using technology to measure outcomes and foster peer-to-peer accountability among team members.

Diagnosing Organizational Downsides Before Prescribing Lessons

The CVIC learning model cultivates conscientious leadership. Its training courses are segmented into subcategories, encompassing modules on Learning to Learn, Strengths-Based Leadership, Authentic Communication, Priority vs Preference, Developmental and Regenerative Leadership, and Accountability. These courses can be taken individually or combined with a business’s existing learning strategies to foster a radically inclusive workplace that accelerates individual and, hence, organizational growth.

G3 follows an evidence-based approach to determine which courses align with a client’s leadership training needs. It begins with an Equity Audit or a workplace culture questionnaire to understand clients from an operational, financial, employee engagement, and cultural lens. This is followed by interviewing key stakeholders across the organization, including entry, mid, and executive-level employees. It is an important phase; as every stakeholder plays a vital role in the company, and their perspectives can help G3 better strategize the training model. While top-level executives bring a company’s overarching decision-making perspective, mid-level managers—referred to as Wisdom Points—have the power to make or break an organization, and entry-level employees inject freshness by bringing new ideas.

Based on the insights gleaned from the Equity Audit and one-on-one conversations with stakeholders, G3 recommends training courses and modules aligned with individual and team coaching that deepens the new learning and creates practitioners as part of the new system. G3 adopts a regenerative approach in sharing its training content, where organizations are empowered to implement G3’s practices and customize them as needed for optimal effectiveness. It emphasizes involving an organization’s entire team, from CEOs to entry-level employees, to co-create a common language and new practices, informing the behaviors of the organization. In addition, the cross-pollination of transferable industry-specific platforms and customized innovations allows G3 to create countless regenerative innovations applicable across many industries.

Challenging the Status Quo; Bringing New Perspectives

G3’s approach to organizational development is a departure from traditional top-down hierarchical structures. It prioritizes peer-to-peer communication and accountability in its learning models. As recent trends like the Great Resignation highlight the flaws of outdated models, G3’s innovative and effective learning models are a necessary step toward creating a truly inclusive culture.

Ferraro identifies communication and accountability as two of the biggest challenges hindering organizational growth. The underlying cause of this is a disconnection from oneself, which is reflected in the prevalent practice of brain-switching.

This occurs when individuals alter their behavior, mannerisms, or way of speaking to feel more included in the workplace rather than the workplace creating a truly inclusive environment where psychological safety is a priority. It is especially common among employees belonging to system-impacted ethnic groups, women, or those who are disabled.

The impact of brain-switching and ignoring personal challenges is more significant on an individual’s work performance than one might assume. The leadership team at G3 acknowledges this challenge and tackles it by helping businesses foster a culture of recognition, support, and value for employees in their professional and personal lives. G3’s approach is rooted in achieving professional goals while enhancing personal well-being.

“It is of utmost importance that employees leave work at the end of the day feeling energized, without an overwhelming sense of oppression, stress, or burnout, so that they can better connect with their loved ones and community. This is the goal we try to achieve every day through our offerings,” says Ferraro.

G3 follows an evidence-based approach to determine which courses align with a client’s leadership training needs. It begins with an Equity Audit or a workplace culture questionnaire, to understand clients from an operational, financial, employee engagement, and client’s cultural lens.

G3 places a strong emphasis on ‘justice’ as the cornerstone of its diversity and inclusion efforts to promote greater accountability in the workplace. By adopting the JEDI+B framework, which stands for Justice, Equity, Diversity, Inclusion, and Belonging, G3 empowers leaders to cultivate a more inclusive and equitable workplace culture where every individual feels valued, heard, and supported while they focus on the strategic goals to maximize performance. On that note, G3 also believes in the practice of Healthy Conflict as the foundation of its approach to creating an effective work culture. It empowers individuals and teams to practice healthy discourse as they work through solutions rather than avoiding conflict altogether. Many individuals and organizations struggle with this, making it essential to G3’s approach to conflict resolution. It emphasizes using Empowered vs. Justified Language® and Feedforward® as tools in conflict resolution, which prompt constructive results instead of a blame game.

Unmatched Focus on Learning Outcomes

G3’s training courses are exceptional because of their unique approach to leadership and employee culture philosophies as well as their participatory learning design. Unlike traditional learning styles that primarily focus on logic and linguistics, G3 creates a learning environment that accommodates various interpersonal and intrapersonal learning styles based on Howard Gardner’s theory of multiple intelligences.
The training programs are also designed based on adult learning theories and the science of neurology, behavior, and ontology. G3 recognizes the scientific effectiveness of consistent dosage and high repetition as a learning strategy, which is incorporated into its modules. The courses start by teaching participants the science of diverse learners and neurodiversity and the impact of their own learning styles in increasing performance and relationships.

To ensure effective learning, the courses are delivered sequentially, with time intervals between sessions. This approach allows participants to integrate and practice the skills they have learned in each session. The training courses provide a comprehensive and inclusive learning experience for all types of learners, which ultimately lead to more effective leadership and a positive employee culture.

As part of the Equity Audits conducted with client partners, G3 focuses on understanding training policies that work for them and adapting its programs. This approach has proven effective, as businesses spending millions on other leadership and employee workshops fail to retain 90 percent of the information. G3’s socialized learning model and consistent learning demonstrate greater efficacy in that regard.

Tackling the Budget Constraints in Leadership Development

Many organizations face financial constraints that hinder their ability to implement effective organizational development plans. G3 provides a solution by helping these organizations access funds and invest in their workforce development programs.

It is involved in a workforce development initiative started by the U.S. Department of Labor, which has now become a global movement that uses a percentage of businesses’ unemployment tax to create funding opportunities that businesses can use to invest in their internal capacity. By participating in this initiative, G3 has gained access to over $60 million in funding for clients internationally. Now, G3 is utilizing its knowledge to help its clients earn this capital.

G3 works with its clients to diagnose the entire funding process and create designs to simplify the procedure, making it easier for organizations to attain and utilize the funds effectively. Through this additional support, its aim is to help organizations invest in their workforce development programs, leading to improved performance, stronger communities, and a better organizational culture.

Bringing Cutting-Edge Technologies into Leadership Training

G3’s emphasis on technology is an essential aspect of its training tools, which offer a more flexible and comprehensive learning experience. Using its in-house and joint technological tools, clients can access workshops, learning environments, and academies, or they can embed their existing learning and development programs or software, like Salesforce or QuickBooks, in G3’s tools. Its solutions complement the training tools clients already use and identify the innovations they need to create a comprehensive model that breeds more successful outcomes.

One of G3’s joint technologies is a dashboard tool created by Verne Harnish’s company, Gazelles. The tool measures qualitative and quantitative strategic goals, emphasizing the importance of personal accountability and proactive problem-solving. Clients can access the dashboards through which everyone on the team can connect to the same data and understand how the goals are accomplished.

G3 is finalizing a smartphone-based application that supports individualized learning plans or can be used by groups in a regulated and organized manner. This application provides evidenced-based tracking tools that emphasize G3’s philosophy of learning through dosage repetition and accountability while enabling learners to engage in asynchronous learning through a variety of learning paradigms.

Embracing Human-Centricity in its Learning

While technology plays a significant role in G3’s services, it always puts human-centricity at the forefront. As evidenced in its principles of learning to learn, it prioritizes creating human learning methods like its new app focused on customized daily content maximizing individual goals for human potential and organizational performance. It also recognizes that a company’s human potential can make or break its organizational culture and helps them bridge the gap between potential and performance. In addition, G3’s team includes individuals dedicated to educating others on the principles of JEDI+B.

In essence, it believes in the theory of collective consciousness of humanity. With a deep passion for people’s well-being and a wide range of services, G3 embodies its motto of co-creating a world that works for everyone.