Frequently Asked Questions


Customized, high-impact training for enduring results
Learn more


Individual development of targeted areas
Learn more


Get actionable data to support decisions
Learn more


Organizational development and change management
Learn more


Professional facilitation for meetings and offsites
Learn more

Frequently Asked Questions

1. What is 360 feedback? How does it work?
360 degree assessment and feedback using InnerView™ 360 is our web-based feedback system.  We can customize the instrument to measure your organization’s leadership competencies, or use our own. InnerView™ 360 collects numerical ratings and verbal feedback from direct reports, peers, supervisor, and others.  Detailed individual reports provide clear evidence of strengths and development needs.  One-hour coaching sessions with a consultant provides feedback, insight, and direction for growth.
2. What is the value of custom training?

At AlexanderHancock, we are committed to training that is not just an “event,” but instead produces enduring results. Because of that commitment, we do two things:

  • First, we focus on building skills that can be immediately applied on the job, rather than on theoretical discussions. We believe training should result not only in knowledge, but especially in know-how, and in the commitment to do it.
  • Second, we customize our training programs to fit your unique situation, business strategy, culture, and people. After discussion with you and other experts within your organization, we select the emphasis, specific skills to be developed, key learning points, exercises, and case studies for practice to create a solution tailored just for you.
3. How can we measure the effectiveness of training?

All our training is focused on building skills that can be immediately applied on the job, rather than on theoretical discussions. We believe training should result not only in knowledge, but especially in know-how, and in the commitment to do it. We recommend pre- and post-testing on key skills. For some of our clients, we have provided follow-up newsletters and skills tips right to their desktops to reinforce the training. Many of our customers have requested this and see these tools as excellent ways of continued learning beyond the actual training.

4. Does AlexanderHancock do public workshops?

We do not at the moment. We focus on custom training in your organization. We find this to be far more effective and we believe we can demonstrate impressive results using this model.

5. What types of businesses have you worked with?

Our clients range from small entrepreneurial organizations to Fortune 50 companies.  Our clients are found throughout the United States, Canada, Mexico, Ireland, the UK, France, Germany, Poland, Czech Republic, Lithuania, Argentina, and Chile.  In addition to our private sector clients, we also serve numerous local governments and segments of the Federal government, as well as non-profits.

Our clients come from a wide range of sectors:

  • Banking
  • Financial services
  • Insurance
  • Technology
  • Communications
  • Manufacturing
  • Retail
  • Hospitality
  • Gaming
  • Energy
  • Utilities
  • Business services
  • Defense contractors
  • Federal and local governments

Our collaboration with clients has taken us to the manufacturing floor, testing laboratories, nuclear power simulators, call centers, claims processing centers, television studios, newspaper newsrooms, investment brokerages, data centers, shipbuilding waterfronts, banking branches, retail stores, restaurant kitchens, as well as office environments. We’ve worked with CEOs and other C-level senior staff, with front-line employees, and with everyone in between on a wide variety of business challenges.

6. What is the value of an outside facilitator?

When a group of highly-compensated leaders gather for an offsite meeting for planning, problem-solving, and decision making, what is the true cost of that meeting – not just logistical costs, but time and opportunity costs? Do the outcomes of the meetings always justify that cost? Expert facilitators ensure that groups accomplish their tasks, and help them improve the way they work together. Facilitators do this by

  • Using a process to structure the work of the group
  • Managing the group dynamics
  • Helping the group hold themselves accountable to making decisions and following up
  • Helping the group learn ways to work together more effectively.
7. We have a performance management system but still have a lot of non-performers. Can you help us?
In a recent Blanchard survey of business leaders, only 41% agreed that people in their organizations are held accountable for meeting performance expectations. What an opportunity for improving performance! Many leaders have never mastered the art of managing performance – and even fewer have mastered the skills. Surveys show that employees don’t do what they’re supposed to do because they don’t know what is expected. Lack of clear, focused, unambiguous communication about expectations is a major cause of performance deficiencies. And even managers who communicate expectations clearly often fail to check in on progress towards goals, discovering too late that things are not on track. Most managers leave employees hungry for the feedback they need in order to perform successfully.
8. How should I handle a senior manager who is technically competent but lacks interpersonal skills?

This is a frequent occurrence. As managers get promoted on technical ability, not enough attention is paid to their interpersonal skills. The result is often conflict and poorly managed employees. Through our coaching and assessment capabilities, we can help you make a decision about the capability of the manager in question and where appropriate coach the manager to be more successful.  When key or senior managers fail, it costs time and resources to recruit, select, and train new ones. A poll of senior human resource executives estimated the cost of derailment to be between $750,000 and $1,500,000 per senior manager. Another study estimated the cost of a failed executive to be as high as $2.7 million. Those figures do not include other costs such as missed business targets and damaged employee morale. An alarmingly high percentage of managers fail in the first two years after being promoted to the senior ranks. In many cases the problems are apparent long before a manager rises to the executive level. Many extremely bright people have remarkable skills in a technical or financial function, but lack the emotional intelligence and interpersonal skills or executive presence required of a leader.  Often managers struggle with trying to manage a highly talented and valuable employee whose behavior or performance (or both) is out of sync with what is needed in a key role.  We can also refer managers for testing for job fit. See our Coaching section for more details.

9. How can I be sure we are representing ourselves appropriately to our customers in sales and service?

Even the best surveys and call monitoring give you only sketchy snapshots of the many customer interactions happening every day. Think about this: Especially in customer service, you pay for training whether you do it or not! That means if you do not do it (or do it poorly) it’s costing you more than the price of the training in lost sales and unhappy customers sharing their experience with others—typically up to 10 times! Front Line Customer Service Skills can make your company stand out in the customer’s mind because of your thoroughness, empathy and satisfying resolutions. Your customer service reps can learn how to see things from the customer perspective. To empathize. To respond with warmth. The ability to do this is a learned skill, something customer service personnel can master with training that brings out their best, most thoughtful self.

10. Our supervisors tend to coach employees on the same topic numerous times. How can we avoid this?

Surveys confirm that employees don’t do what they’re supposed to do because they don’t know what is expected. Lack of clear, focused, unambiguous communication about expectations is a major cause of performance deficiencies. And even managers who communicate expectations clearly often fail to check in on progress towards goals, discovering too late that things are not on track.  Our P2P Videolabs methodology is designed especially to break this cycle. Through custom training coupled with practice, managers learn how to have conversations with employees that result in commitments that last.

11. Our sales people tend to mostly sell on price. This sets up an unacceptable pattern with a customer. How can we build relationships with our customers so that price is not the first concern?

Without the proper training and tools, many sales people flounder from one approach to another with no clear strategy or process. The result: missed sales, lost contacts, poor presentation of your product. And sometimes, even reduced respect for your company. In business, nothing happens until somebody sells something. And in today’s environment, no one sells without some focus on relationships and accurately identifying customer requirements.  That’s what Consultative Selling Skills is about. It replaces “trial closes” and “aggressive questioning” with getting to know the customer or client and his/her unique needs. In fact, in most successful consultative sales, the product line is rarely mentioned until deep into the conversation. It turns traditional selling on its ear. But the result is well worth it: loyal customers, repeat business and a solid, trusting partnership between client and vendor—and often lasting relationships as well.

12. We are losing a lot of talent because of technical people becoming frustrated and moving elsewhere--after we have trained them. What can be done?
A rapidly growing entrepreneurial company wrestled with these questions and asked our help. AlexanderHancock partnered with the client to design, develop, and implement a high potential leader assessment and training program. Candidates were nominated by their managers and selected after a rigorous assessment process. The program took some previously unnoticed talent and enabled them to become outstanding leaders for the company.

Senior leaders in the company were engaged to present case studies and provide feedback and guidance. Program topics included Strategic Thinking, Emotional Intelligence, InnerView 360 feedback, Financial Management, and industry-specific topics. Graduates of all these leadership programs are in significant leadership roles today. These efforts have enabled the company to retain talent and organizational knowledge by preparing them to grow within the company. The visibility of the program had an indirect effect of establishing ongoing leadership development as a key strategic initiative.

13. Do you certify in-house trainers to use the AH materials? If so, how does that work?

Yes. Frequently, companies select the brightest and the best doers to train others how to do. But some overlook the fact that just being good at doing something isn’t enough to make you also good at teaching it. This is especially true of technical training. Those subject matter experts who are especially gifted in complex technical, operational, financial, or other areas may have difficulty helping others learn what they themselves find so easy to do. Training is expensive, when you calculate the cost of pulling people off the job to be trained, plus the cost of preparation, facilities, equipment, travel, etc.  This cost can be an investment that pays dividends when the subject matter experts also have effective training and facilitation skills. AlexanderHancock has trained over a thousand subject matter experts to be more effective trainers and facilitators. Improving the training skills of subject matter experts helps you achieve important benefits.

14. Your approach is to produce programs that have enduring results. What is it that you do that uniquely leads to enduring results for your clients?

Our strength is helping clients achieve enduring results by developing skills that are practical and immediately applied in the workplace and transferable across a wide range of business situations.

By collaborating closely with clients, we develop and implement targeted solutions that produce lasting results.  We are known and valued for learning our clients’ products and services, the challenges of our clients’ marketplace, the unique aspects of their culture and their people, and then customizing solutions that become organically integrated for lasting results. One of our long term clients says “What I like about working with AHA is that they don’t want to deliver a canned program that doesn’t relate to your business issues. They spend the time finding out what real business issues you’d like to solve and then build a program to [produce] those solutions. They also bring a high-contact personal commitment to the people in our company by staying in touch and offering help well after the course has been completed.”

To learn more, contact us.

10 Key Business Challenges

Many companies are trying to find ways to differentiate themselves in an uncertain, competitive market. We identify the key challenges to focus on in the next year.

11 Lessons of Leadership

How do you rank?

Inner View 360

Confront and overcome blindspots by eliciting crucial feedback for leaders.

Rapid Skill Development

Small group practice and customized coaching help individuals with strong technical skills but weak interpersonal skills develop those necessary soft skills rapidly.