Let’s Work Together

If you’re the owner and/or leader of a business, a nonprofit executive, or someone who wants a better sense of ease, here are some options:

THE MENU OF SERVICES

Culture change requires a comprehensive approach, otherwise it is amazing how the old patterns will continue to operate (sometimes below the surface). Since each workplace culture is unique, the approach needs to be truly customized. Here are some of the components of “the work.”

THE CULTURAL ASSESSMENT PROCESS

Wouldn’t it be helpful to get an experienced and helpful outside perspective on how you work together and recommendations for improvement? We start by framing the reason why you believe looking at your patterns of communication, interaction, and engagement would create better business results. Then, the project involves coming in and talking to the good people who work at your business, observing your setting and interactions in a variety of settings, and reviewing your online and printed materials. A report is generated that covers my observations, a survey of perceptions about certain elements of your culture, and my specific recommendations. This generally leads to . . . .

DOING THE ACTUAL WORK TOGETHER

Creating, initiating, implementing, and integrating true sustainable change requires a six-to-twelve-month process to improve business results, professional development, and company morale. This happens through direct interaction with leaders, teams, and individuals. By actually being present, I can observe the “disconnects” in the system, and specify out the real breakdowns. By co-creating trust, and blending compassionate coaching, best practices consultation, and real-time facilitation of conversations, new awareness and competencies emerge. Then these new patterns need to be coached and practiced on a consistent basis. That’s why a single workshop or retreat is insufficient.

DEVELOPING EMERGING LEADERS

Building specific competencies for anyone who leads. You may have heard the term “leadership from any position.” While there may be a need for structured leadership, having a clear plan for building the skills of high-potential individuals not only contributes to positive employee retention, but builds the organizational resiliency and future potential. 

TRANSITIONS IN, TRANSITIONS OUT

Balancing the cultural fit – and cultural expansion – of a potential new hire in a significant position can have tremendous benefits if it goes well and there can be significant costs if it doesn’t. Gone are the days (hopefully) where the hiring process consists solely of “see if resume fits job description, check references, and oh, would I want to have a beer with this person.” The cultural awareness process involves looking at the assumptions and values of both the candidate and the business. This ensures that the new hire will be able to step in and engage well, with new positive energy, as opposed to finding out afterwards that their expectations about how your team works were not realistic.

TAKING YOUR RETREAT FORWARD

How does your organization achieve lasting traction from an awesome off-site experience? In my professional opinion, organizations waste lots of time and real money hoping for the magic of being in a nice place with good food and a few games thrown in. Getting everyone away from the incessant pressure of multitasking and the tyranny of technology can be a good thing, however an off-site should be viewed as part of an ongoing process, with careful planning but most importantly, significant follow-up. Unless the action items developed during your time together have traction, the “evaporation rate” will be astounding.

INTERACTIVE SKILL BUILDING

Workshops and seminars have their place, but only if the skills are then embedded in ongoing conversations, practices, and accountability. You don’t watch a DVD on skiing or playing pickleball and then expect to step in to any level of mastery.

FRACTIONAL CULTURE CHANGE FACILITATOR

Perhaps you have one problematic sub-culture. Maybe you want to examine the alignment between your culture and your brand experience. It might be that you are going to open a new office location, or are considering acquiring another company. Of course, all of these have cultural implications. By ascertaining in advance what elements are known versus the components that would benefit from a skilled external examination and evaluation you can save future head and heartaches.

WHAT I DON’T DO

• Coach “mandated” clients. It’s like one of my favorite jokes – “How many therapists does it take to change a light bulb? Only one, but the lightbulb has to want to change.”
• Work with organizations where the actual responsible decision-maker is not clear, or there are too many competing stakeholders. Unfortunately this generally includes complex political systems like schools and governmental entities.
• Do board development work. This is a specialty, and I have colleagues whom I refer these projects to.
• Continue to take an organizations money when the work isn’t happening, because leaders aren’t showing up, have too many defense mechanisms, and/or keep postponing meetings. I’ve resigned from client relationships five times over the course of my career when the commitments just weren’t there.
• Provide individual or group therapy. While I have an extensive background in psychology, I know the clear difference between coaching and therapy. If there are issues like depression, anxiety, or substance use disorder, I will refer those clients to professional who can help them do that work so that our work can continue.

If you’re interested in a confidential sounding board, some empathic mentoring, or private coaching:

I do work with individuals around business relationships, workplace transitions, and professional development. Please contact me for more info.