C o m m i t t e d   t o   o u r   c l i e n t s'   s u c c e s s 
Leadership Effectiveness

Board Governance and Effectivness 

Performance Excellence
(National and State Award Coach)

Business Planning

Strategic Planning

Focusing on Customers

Organizational Assessments


Workforce Development & Engagement

Workforce Learning & Development

Process Management & Improvement

Project Management


Information & Knowledge Management

Results and Performance Measurement Systems

We seek to engage leaders, to embed sound planning disciplines, encourage a customer-centric focus, engage people in the work of the organization, manage work processes, and to define outcomes that matter. 

Tenor Global provides compliance services in the area of Tax & Accounting.

Collectively, we address the parameters of leadership, implementation, execution, outcomes and complaince. 

(C) Tenor Global, 2016
Leadership Effectiveness  - Our Leadership Effectiveness tools help you define your "leadership system." The term “leadership system” refers to how leadership is exercised, formally and informally, throughout the organization; it is the basis for and the way key decisions are made, communicated, and carried out. It includes structures and mechanisms for decision making; two-way communication; selection and development of leaders and managers; and reinforcement of values, ethical behavior, directions, and performance expectations.

An effective leadership system respects the capabilities and requirements of workforce members and other stakeholders, and it sets high expectations for performance and performance improvement. It builds loyalties and teamwork based on the organization’s vision and values and the pursuit of shared goals. It encourages and supports initiative and appropriate risk taking, subordinates organizational structure to purpose and function, and avoids chains of command that require long decision paths. An effective leadership system includes mechanisms for the leaders to conduct self-examination, receive feedback, and improve.
Board Governance and Effectiveness - The term “governance” refers to the system of management and controls exercised in the stewardship of your organization. It includes the responsibilities of your organization’s owners/ shareholders, board of directors, and senior leaders. Corporate or organizational charters, bylaws, and policies document the rights and responsibilities of each of the parties and describe how your organization will be directed and controlled to ensure (1) accountability to owners/shareholders and other stakeholders, (2) transparency of operations, and (3) fair treatment of all stakeholders. Governance processes may include the approval of strategic direction, the monitoring and evaluation of the CEO’s performance, the establishment of executive compensation and benefits, succession planning, financial auditing, risk management, disclosure, and shareholder reporting. Ensuring effective governance is important to stakeholders’ and the larger society’s trust and to organizational effectiveness.
Performance Excellence - The term “performance excellence” refers to an integrated approach to organizational performance management that results in (1) delivery of ever-improving value to customers and stakeholders, contributing to organizational sustainability; (2) improvement of overall organizational effectiveness and capabilities; and (3) organizational and personal learning. The Baldrige Criteria for Performance Excellence provide a framework and an assessment tool for understanding organizational strengths and opportunities for improvement and thus for guiding planning efforts.

Tenor Global can help your organization use the criterial internally and assist you with the preparation of state and national award applications for Performance Excellence. 
Business Planning - A Business Plan is useful for identifying current and future customers, the competitive environment in which you operate, the capabilities that are necessary to succeed in your business, and the overall design and structure of your organizaton.   
Strategic Planning - The term “strategic plan” refers to an organization’s articulated aims or responses to address major change or improvement, competitiveness or social issues, and business advantages. Strategic objectives generally are focused both externally and internally and relate to significant customer, market, product, or technological opportunities and challenges (strategic challenges). Broadly stated, they are what an organization must achieve to remain or become competitive and ensure long-term sustainability. Strategic Plans/Objectives set an organization’s longer-term directions and guide resource allocations and redistributions.

For a strategic plan to be effective, it must be deployed to those who are responsible for completing actions, for improving processes, and those in the delivery processes that create products and services for customers. 
Customer Focus - The term “customer” refers to actual and potential users of your organization’s products, programs, or services. Customers include the end users of your products, as well as others who might be their immediate purchasers or users. These others might include distributors, agents, or organizations that further process your product as a component of their product. 

For Non-Profit and Faith-Based organizations the term "customer" can be used to identify people who are recipients of the services and outcomes your organization provides. 
Organizational Design - Translating customer expectations into work systems, processes, knowledge, skills and capabilities necessary to deliver customer delight is the basis of Organizational Design. Effective organizational design work also considers sourcing for raw materials, collaborators, partners, workforce capability and capacity, and the overall experience an organization may have in existing, or emerging, markets.
Workforce Development and Engagement - The term “workforce” refers to all people actively involved in accomplishing the work of your organization, including paid employees (e.g., permanent, part-time, temporary, and telecommuting employees, as well as contract employees supervised by the organization) and volunteers, as appropriate. The workforce includes team leaders, supervisors, and managers at all levels. It includes:
  • Workforce Capability - The term “workforce capability” refers to your organization’s ability to accomplish its work processes through the knowledge, skills, abilities, and competencies of its people. Capability may include the ability to build and sustain relationships with your customers; to innovate and transition to new technologies; to develop new products and work processes; and to meet changing business, market, and regulatory demands.
  • Workforce Capacity - The term “workforce capacity” refers to your organization’s ability to ensure sufficient staffing levels to accomplish its work processes and successfully deliver your products to your customers, including the ability to meet seasonal or varying demand levels.
  • Workforce Engagement - The term “workforce engagement” refers to the extent of workforce commitment, both emotional and intellectual, to accomplishing the work, mission, and vision of the organization. Organizations with high levels of workforce engagement are often characterized by high-performing work environments in which people are motivated to do their utmost for the benefit of their customers and for the success of the organization. In general, members of the workforce feel engaged when they find personal meaning and motivation in their work and when they receive positive interpersonal and workplace support. An engaged workforce benefits from trusting relationships, a safe and cooperative environment, good communication and information flow, empowerment, and performance accountability. Key factors contributing to engagement include training and career development, effective recognition and reward systems, equal opportunity and fair treatment, and family-friendliness.

Workforce Learning & Development - Workforce performance is dependent on the level of education, skills, training, and aptitude within the workforce. Workforce Learning & Development provide people with skills and knowledge to perform and improve their jobs more consistently, understand their contribution to success, and to participate in advancement and growth opportunities. 

Process Management & Improvement - Work systems and processes define how the work of an organization is accomplished. managing work systems and processes means ensuring they are operating effectively and efficiently, are improved where possible and are able to deliver changes in customer expectation and demand. 

Project Management - Management of projects includes balancing multiple factors such as budget, timelines, resources, diverse participants, and evolving stakeholder expectations. Successful projects deliver sustainable results. 

Benchmarking - The term “benchmarks” refers to processes and results that represent best practices and performance for similar activities, inside or outside an organization’s industry. Organizations engage in benchmarking to understand the current dimensions of world-class performance and to achieve discontinuous (nonincremental) or “breakthrough” improvement.

Benchmarks are one form of comparative data. Other comparative data organizations might use include industry data collected by a third party (frequently industry averages), data on competitors’ performance, and comparisons with similar organizations that are in the same geographic area or that provide similar products and services in other geographic areas.

Tax & Accounting - Accurate financial records, tax planning, and cost management are critical to success and profitability. Our Tax & Accounting professionals provide services that ensure alignment with standard accounting practices, tax planning, cost management, AR/AP management, payroll/direct deposit, and accurate timely reporting. 

Information & Knowledge Management - The term "information" refers to data and other facts that are used to manage the business, make decisions, and that influence day-to-day operations as well as the strategic direction of the organization. Information may be internal to the organization or external (market data, etc.).

Knowledge - Refers to "knowledge assets."  The term “knowledge assets” refers to the accumulated intellectual resources of your organization. It is the knowledge possessed by your organization and its workforce in the form of information, ideas, learning, understanding, memory, insights, cognitive and technical skills, and capabilities. Your workforce, software, patents, databases, documents, guides, policies and procedures, and technical drawings are repositories of your organization’s knowledge assets. Knowledge assets are held not only by an organization but reside within its customers, suppliers, and partners, as well.

Knowledge assets are the “know-how” that your organization has available to use, to invest, and to grow. Building and managing its knowledge assets are key components for your organization to create value for your stakeholders and to help sustain a competitive advantage.
(C) Tenor Global, 2016
Tenor Global provides coaching that address Leadership,  Implementation and Outcome areas of organizational effectiveness and operational efficiency. 
Organization Assessments provide a look at the inner-workings of an organization. Assessments examine how your organization addresses leadership, planning and execution, approaches to markets and customers, how your organization uses data, information and organizational knowledge, how employees are aligned with the work of the organization, how you manage processes and supplier to deliver products and services. The assessment process also examines the results and outcomes of the organization’s efforts. 

Assessment processes and tools align with the national Baldrige Award for Performance Model and all State Performance Excellence criteria. Assessment criteria, models and rubrics are available for product and service-based businesses, non-profit/not-for-profit organizations, K-12 and collegiate education, and healthcare. Non-profits benefit from nothing.