Our view on organisations
A clear target is one of the best instruments for success. (Lord Chesterfield)

All organisations were started for a particular purpose. This purpose must be clear to everyone who is involved with the organisation: the business owner, the employees, suppliers, clients. Of course it is possible to adjust the purpose over time. But then, too, all parties must be informed so that everybody feels involved and gets the chance to put in their penny’s worth in the wording and the realization of the purpose.

In an ideal situation, therefore, all the stakeholders know the company’s purpose, agree with it, are focused on helping to realise it and work together in the best possible way. Also, everybody is ‘used’ in such a way that they can really be themselves. Unfortunately, there are very few ideal situations…

In professional organisations most employees are highly educated and work with a great deal of autonomy. Yet their autonomy can never be unlimited. The employer has wishes and expectations for the results of the activities and for the way the work is done.

Our view on the relationship between employer and employees
Freedom in alignment

Virtually all successful people work together with others. In general the employer and colleagues are major co-operation partners. This is certainly true for professional organisations which depend for a great deal on the competencies (knowledge, skills and behaviour) of their employees. Professionals flourish as long as they can work with their qualities and if not much attention is paid to their ‘less strong’ points. It is practically always possible to divide the work that needs to be done within the organisation over the professionals in such a way that everybody’s competencies are used in the best possible way and all the necessary results are achieved. This leads to a (new) increase in the employees’ enthusiasm and greater satisfaction.

The partners in co-operation must be each other’s equivalent (but not equal!) and aim for a win-win relationship. In general, for professionals this means ‘as many autonomy and development opportunities as possible.’ For management it means that the targets and agreed results are achieved. It is therefore necessary that a framework is set and mutual expectations stated and recorded. In this process management has the last word – they bear the final responsibility after all.

We believe in the room for freedom in alignment that is developed in this way. Within that room management and employees, but also employees among themselves, will have to (be able to) address each other about the behaviour that is needed to do what has been agreed. However, we have found that professionals and their management often need a little help in the gaining of insight into and the discussing of each other’s expectations and the making of agreements that work well for everybody concerned. We can offer such help, in a way that is experienced as positive, aimed at development and even fun.

Our view of the relationship between the client and Guiver Freeman Ltd
Independent, open communication, focus on development

Guiver Freeman is an independent consultancy. We think along with our client and support him in his business processes. We are focused on quality and a good solution for our clients. We keep our overhead expenses as low as possible so that we can offer our services at reasonable cost. We want to add value and would rather withdraw than keep a client dangling. We operate independently of suppliers of e.g. software, bank or insurance products. If we recommend a product, the client may assume that we are really enthusiastic about that product and that we think it the best solution for the client at that time. Of course, the same goes for our referrals to other specialists.

In all our activities we aim to align the employees’ efforts and development with the client’s strategy and targets. At the same time our attitude towards the employees is focused on: ‘Let’s find and develop as many as possible of their talents’. We believe that – wherever possible - people should be given the opportunity to develop all their talents. Therefore, in our activities we pay a lot of attention to the development of people and to how they can use their talents or competencies for the client organisation. And should that be or become impossible, it is our view that this should be talked about openly with the employee and a solution or method found that satisfies both parties.