Facilitate key conversations and day-to-day decision making

When it applies

When we face important or complex issues that require quality deliberation, and it is essential that we think together in an organized manner and with the necessary structure to reach conclusions. If it were only about giving or exchanging information, a chat, a call or an email would suffice.

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Problem it solves

Leaders do not have time to deal with all the important issues that come up in their day-to-day.

  • Meetings (also videoconferences and calls...) have serious limitations of space and time, as well as important biases

  • Current digital mediums (emails, chats, forums...) allow for little more than a exchange of messages

Issues and decisions are delayed in time or not managed with the necessary depth.

Added value by delibera

Allows leaders to deal with the 2 or 3 unplanned issues that come up every week, with agility and depth.

  • Using the appropriate digital deliberation template for each type of challenge, you can move forward in a quick and organized manner

  • Obtaining information directly from those who have it, to understand and decide faster and better

  • Identifying changemakers, measuring and recognizing collaboration

  • Formalizing the conclusions, decisions, tasks, responsibilities and deadlines

  • Obtaining more knowledge and accelerating decision making, boosting empowerment and accountability

Today's leader is the leader of questions; Answers come later. Delibera helps you be more collaborative, executive and digital.

Sequence of templates to facilitate key conversations and day-to-day decision making

Week 1

Should we react to the competitions move?

Decision

Week 2

How is the initiative that we launched going?

Week 3

Any suggestions to speed up transformation?

Feedback

Ideas

Monitoring the progress of a decision made

Follow-up

Every week 1 or 2 conversations and decisions, some with a subsequent follow-up

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Success case

The CEO of a leading media and communication company, in agreement with the chief of staff, opens one or two weekly conversations with delibera to understand the current situation better: What’s on the teams’ mind, where to go, and how. In some of these conversations they include the steering committee, in others middle management, and in others the rest of the organization. They are now able to makes decisions with greater agility and awareness, reinforcing their leadership and accelerating transformation. 

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Contact

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