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There are 1000s of business how-to books. My bookshelves are loaded with them and I bet yours are too.
At first I tried to read everything. This was more than a full-time job. Later, when I was managing non-profits it was difficult to know which ideas went best in which circumstances.
Have you ever been frustrated when a fad rolls in and everyone starts adopting it, only to discover that there are downsides and traps buried within the glib phrases?
As an executive I wanted more--something that recognized not only the complexity but also vital importance of getting the job done and done right.
As my consulting practice grew I realized that my clients didn't have time to read all the books, moreover, they didn't have the experience in a wide variety of fields that I have had.
I have worked in retail, airlines, hospitality, customer service, higher education, government, and chaired a large international non-profit. As an author I create and develop intellectual property. Additionally, I serve as the CEO of two small corporations.
In my consulting I want to leave every person and team with which I interact stronger in both the short term and the long run. I realized this would require a different model. In the first place, getting enduring results makes getting an accurate diagnosis of the current situation absolutely mandatory. This means spending time up front gathering data, asking questions, and learning how the organizational culture limits or assists learning, growth, and development.
The next step is to develop an accurate model of the people, processes, operations, markets, and end-users. Every leadership team that I work with has underestimated its resources. We work together to uncover and tap hidden strengths.
| Coaching |
| Workshops |
| Seminars |
| On-line learning modules |
| CDs |
| Intensive rapid learning boot camps |