How I Do It

Jack connects quickly and earnestly due to his deep and varied experience and genuine understanding of people working in teams. This rapport is key to creating fertile ground from which real growth and change can occur.

This phase consists of a series of structured interviews with key board, peer and subordinate members, along with the "boss." Jack elicits honest appraisals of structure and practices to create a complete picture of where the individual/team stands within the organization.

In brief, this is the essence of what people are stating. Jack distills the inventory so the picture comes into sharper focus. Here we learn what works and what doesn't and why.

At this point we agree upon 2 to 4 behavioral items to work on - a clear-cut strategy with explicit methods and goals.

Where the rubber hits the road. We now get at the specifics agreed upon in implementation, always focused upon performance improvement. Weekly to bi-weekly meetings are held to assess on progress and make adjustments where needed.

Six to 12 months later, a broad analysis is made of how the organization is working under the new practices. From this point a recalibrated work platform can be developed and the cycle begins again.

The agreed upon performance measure(s) achieved. Measures can include promotion, eligibility for a bigger job, growth as a leader, career put back on track.