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I have been helping organizations in both the private and public sectors improve their mutual problem solving, work processes, communication, teamwork, and manager and supervisor skills for over 30 years. Four basic principals underlie what I do.

  • First, I see the people that make up any organization as its most important resource. Without losing sight of overall organizational systems and process factors, I listen to what every individual has to say. I am passionately committed to assisting people constructively address concerns and develop more efficient, more customer-responsive, and more personally satisfying working environments.

  • Second, I view organizations from a problem-solving, process improvement mindset. People in any organization, from legislative bodies, to issuing building permits, to manufacturing gadgets, to waiting on people in a restaurant, are focused upon serving other people. Their long-term success is dependent upon the quality of the service they provide. That quality of service is directly linked to the effectiveness of their processes and the extent to which every person from the CEO to front-line employees views quality problems as opportunities to improve rather than opportunities to assign blame.

  • Third, I see any organization as one whole team of interdependent people, in which each person is an important link in a network of interdependent processes designed to serve their customers or constituencies. Whether I do something as small in scope as a management seminar or as large as organization-wide teambuilding, this point of view serves as a foundation for my work.

  • Fourth, I view managers as the key drivers of an organizational culture. How they deal with people sets the tone of relationships and the boundaries of decision-making, which, in turn, impacts on the extent to which employees feel in control of what they do, and, thus, their performance and job satisfaction. When I train managers, I find that many of them have come up through the ranks and have little formal management training. I emphasize to them that they have now moved into an entirely new profession, which requires a distinctively new set of skills. Their primary job is to do whatever they can to bring out the best in their employees. This means their role is to  coach, teach, facilitate, and support employees.

Over the years, I have assisted a diversity of organizations, large and small, and have enjoyed every moment. I get immense satisfaction from seeing people in complex organizations improve the way they communicate to and relate more cooperatively with one another, and seeing them learn how to change and improve both their performance and their work processes.

 
I view organizations as living beings. They are born, they grow, and they die. They have good times and they have bad times. They dream, they plan, and they reinvent themselves. They succeed and they fail. Sometimes they open themselves up to introspection, at other times they are closed and repressive.

When they are in trouble, they often ask for help. Sometimes they simply need feedback from the outside or a little inspiration, a motivational push. At other times, their need is more extensive and they are obliged to redefine themselves and rework their processes in order to thrive and grow.


    
Whenever I work with an organization, I keep this view in mind.


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