In the field of leadership development, Art Turock’s diverse skill set is tantamount to what baseball calls a 5-tool player who is extremely talented in all the core skills of position players. As an elite performance provocateur, Art can draw upon any of 5 skill sets–speaking, training, coaching, meeting design, and project leadership. The most all-encompassing piece of Art’s work incorporating all five of these skills is Mission Unreasonable Projects.
At age 26, Art developed his initial expertise as in project leadership by guiding two federally funded projects (University of Iowa College of Medicine, Independence Mental Health Institute) and one statewide project (Iowa Department of Social Services). In the past 5 years, corporate clients like Hormel, Wells Enterprises, and Cerium Networks have participated in year-long Mission Unreasonable Projects.
What is a Mission Unreasonable Project?
“What once was wildly impractical is now completely normal. And normal just begs to be messed with.” – Excerpt from Amazon.com Kindle commercial
The possibility of building capabilities while real work still gets done seems like an unreasonable endeavor. In Mission Unreasonable Projects, Art Turock, guides an organization in laying the foundation of job-imbedded development routines that comprise his patented Learning-While-Working Process.
As the name implies, these projects aren’t for wanna-be elite performers. They would do fine pursing Mission Walk-in-the-Park or Mission Tiddlywinks. Only senior management teams who are serious about reinventing themselves to become A-player leaders are suitable candidates.
How does a project unfold over a year?
The project design follows the ideal Integration prework, formal training, and follow up.
What Kind of Results Get Produced?
Mission Unreasonable Projects produce breakthrough results customized to a client’s core challenges including:
Executive reinvention: Reinvention is required when a leader is called upon to produce bigger results than ever before and simply relying on well-developed strengths actually hinders future success. Examples of reinvented roles include:
- From technology go-to-guy to developer of technology go-to guys
- From tactical operations expert to strategic thinker
- From engaged observer of colleague’s expertise to being an in-house thought leader
– Mike Crone, SVP Sales, Wells Enterprises.
Raising performance standards and creating new performance standards: Senior managers tear up static performance standards and conceive elite performance standards for individual roles. In addition, free-form conversations get replaced by formal standards for work process such as preparing for a key account sales call, debriefing a staff meeting, decision-making, problem-solving, and idea generation.
Peer coaching network to master performance plateaus: All participants are trained in the 4-phase model for Coaching with a Healthy Disregard for the Unreasonable. Participants form coaching pairs who support each other in achieving the individual Mission Unreasonable Projects.
– Jon Boehme, Director of Sales Operations
Organizational assessments for re-designing work processes to emphasize learning/skill building over efficiency. Using the Tool, “Conditions for Leadership Development Audit,” managers identify organizational routines where deliberate practice opportunities for learning and skill improvement are there for the taking but are being squandered.
– Roger Junkermier, President, Cerium Networks