The following abstracts provide overviews of the McLaughlin Young Institute’s empirical support documents. They are the foundation for the products and services provided by the McLaughlin Young Group. The complete documents are password protected and may be accessed through the download center to the right.

Paradigm for Profitability
Ultimately, the success of a company and its leaders is measured by the profitability of the company. This article presents McLaughlin Young's exclusive model for predicting financial success, the Paradigm for Profitability^©. The model expounds on the human factors that influence a workforce and, thus, its effectiveness, productivity and profitability. Based on scientific research, the Paradigm for Profitability^© paradoxically places a company's profitability on the top instead of the "bottom line" of a hierarchical pyramid with its essential preconditions in sequential order. The preconditions include knowing, respect, listening, communication and relationships. Research and real world examples confirm that the elements build upon one another proving that the order is as important as the elements themselves. McLaughlin Young's model outlines the elements needed to build a strong and stable human factor foundation. The result is a company that is resilient, change welcoming and on course to realize true profitability.

Prospective Medicine
Prospective medicine is the science of predicting health risks in an effort to help people address current health concerns and improve their long-term health. McLaughlin Young applies these principles to assess the health of organizations and improve their long-term profitability. Just as a surgeon would not operate without a proper examination, McLaughlin Young believes that accurate diagnoses of organizational risks must be made in order for appropriate and effective interventions to be implemented. In this article, a discussion of risk factors is presented to demonstrate the usefulness of a thorough investigation of potential threats to organizational success.

Process of Organizational Health
Research suggests that there are several components which enhance the likelihood of successful organizational change. The McLaughlin Young Six Circles Model^© illustrates that these components are in fact byproducts of the larger organizational forces of trusted and effective leadership; employee safeness, morale and commitment; adaptability and openness to change; and diversity and creativity. The result of strengths in these areas is quality products and services and ultimately customer satisfaction and sales growth. McLaughlin Young is committed to effecting large-scale organizational change through the enhancement of each successive circle within the model. Each circle represents a key condition necessary for comprehensive organizational health. In this article, the logic of each stage (circle) is briefly described in relationship to the larger process.

Executive Coaching
Executive coaching has proven itself to be more than just a passing trend. Executive coaches are the new strategic resource utilized by leaders in order to succeed in today's exceedingly complex global business world. This article gives an overview of executive coaching and introduces the scientific-based approach to executive coaching developed by the McLaughlin Young Group, which has a proven track record of helping executives maximize their effectiveness, productivity and profitability. McLaughlin Young's strategies are based on the principles of the Three Circles Model^© and the Paradigm for Profitability^© and involve a five step process including reality check, visioning process, coaching plan, behavioral change strategies and maintenance strategies. The various executive coaching programs offered by the McLaughlin Young Group aid executives by addressing health, human factors and leadership issues.

Mentoring
Mentoring is a relationship between two people where the more experienced individual helps the lesser experienced individual to develop both personally and professionally. Mentoring is a critical skill for executives and leaders of organizations to possess, as they are partially responsible for the training and development of future leaders. That is, mentoring enables organizations to develop and retain talent. Further, by passing on its values and mission to the protégé, the organizational legacy will be carried on. Mentoring should not be confused, however, with coaching or counseling. In this article, McLaughlin Young explores the distinctions between mentoring, coaching and counseling, the reasons for mentoring, the qualifications for being either mentor or protégé and the preconditions to the mentoring process.

360-Degree Assessment
The 360 is a subjective competency-based assessment utilized to provide in-depth feedback regarding how peers, subordinates, customers and even family members rate individual competencies. Unfortunately, traditional 360s, of which there are many, focus almost exclusively on competencies related to job performance and information and fail to assess the other four essential elements of trust and the human factors which contribute to true success. It has been suggested that leaders who take trust-building seriously will achieve extraordinary results while those who are not trusted will be confounded with organizational difficulties despite the level of other resources at their disposal. Traditional 360s fall short of examining the human factors responsible for trust, resulting in an unbalanced assessment of the executive and leading to deficits in these essential areas. For this reason, McLaughlin Young created the Paradigm-based 360-Degree Assessment, a multi-phased process generating statistical data that provides detailed information regarding leadership's capacity to demonstrate the human factors of knowing, respect, listening, communication and developing relationships. This article details the specific competencies measured and their links to the Paradigm for Profitability^©.

Keane Publishing