Consulting

I consult with a select group of clients who are serious about doing the extraordinary in order to create sustained value for shareholders and customers. I do not do "assembly-line consulting"; I do not have a "one-template-fits-all" approach. Like my speeches, seminars and workshops, all my consultative efforts are uniquely tailored to the needs of my clients. My premise is that I am there to help leaders do the tough work themselves, not to do it for them. By doing so, I ultimately work myself out of a job, which means I've been successful. To give you a flavor of what I do, I have chosen four of the clients with whom I am working or have recently worked. Note how different each group's issues are.

1. A struggling large industrial products firm. Here's what I do:

• I work with the senior management team on changing the organization culture from a hierarchical, bureaucratic, risk-averse culture to one that is entrepreneurial, fast, collaborative, and innovative. (Here's how bad it originally was: One senior VP told me "We study a good idea until it becomes a bad idea.")
• I present seminars where managers systematically analyze their organization, tear up what doesn't work, and make commitments as to what they will do differently.
• I work with managers on leadership! leadership! leadership! via leadership workshops and private sessions.
• I follow up, and follow up, and follow up-and renew the entire cycle above, with passion and compassion.

2. A successful, fast-growing financial services firm. Here's what I do (warning: it'll sound dull because the hard work of doing the extraordinary demands daily commitment and discipline to create the achievement and joy).

• I work with the CEO and individual executives on issues as diverse as acquisitions, strategic alliances, recruitment, new market penetration, client care and development, and career pathing. All this occurs via an ongoing combination of e-mails, document exchanges, phone calls, teleconferences, and face-to-face meetings. Most important, it occurs because of the commitment and dedication of the CEO and his senior staff.
• I participate in senior management offsites by making presentations on specific topics (for example, how the firm can change its information technology and corporate culture to become "boundariless"). In addition to constructively commenting on others' presentations, I meet with the CEO and individual executives for private coaching.
• I am available to help any specific department or project team which needs troubleshooting from a management and leadership perspective.
• I work with the CEO as a private sounding board and advisor on issues relating to leading, managing and growing the company.

3. A good, solid consumer products firm. Here's what I do:

• I work with mid-level managers and engineers on product development; specifically-on how to speed up research cycles and speed-to-market cycles for fresh, cutting-edge products.
• I hold workshops with people in the product development area. Our charge: how do we go beyond "satisfying" customers? How do we anticipate what they might want, and then put something together in a fast, creative, and cost-effective way?

4. A successful software company in partnership with a successful consultancy.