Management & Organization Development
When in an organization, I maintain a small footprint while offering a broad perspective. Leveraging the company’s HR staff, I set in motion a series of linked interventions that advances the executive leadership’s mandate. Highly intuitive, I can spot people in key roles who are in trouble as well as high potentials with reserve capacity. I work one-on-one with these individuals whose success is crucial to the organization’s growth. When I leave, HR managers have been fully empowered to continue the process.
A lifelong learner myself, I try to empower everyone I meet to learn from their life experiences. Ask me how I learned a few of my favorite consulting (and life) skills:
- Asking each morning whether a major change in company direction was made overnight. This often happened at Charles Schwab, during the 1990’s bull market when I was helping Schwab’s Retail business and IT division restructure.
- Empowering the collective creativity of a group—and trusting its output. A multi-cultural team associated with the Alyeska Pipeline made a pioneering effort at supply-chain management with a little facilitation from yours truly. Their work made long-term employment more likely for office workers and skilled trades.
- Recognizing my unwavering commitment to free-market capitalism. In this case, I was on an international team charged with streamlining British Telecom. Eye-opening!
- Surviving a really bad boss and discovering my own intuition! As a college student I was the only American on the support staff of the Chateau de Bossey in Celigny, Switzerland. I took instruction in French and German (I was fluent in neither) and learned to cook from a French chef who spoke no English. Intuition has served me well.
