My Method

Using the latest research in neuroscience and leadership psychology, I work with a company’s leaders and people to break through their limiting beliefs and habits—the ones that inhibit productive interactions and achievement of goals. I will introduce new ways of seeing, thinking and interacting. These methods permeate restrictive, conditioned ways of relating in business and produce extraordinary advancement of organizational goals. Working together we will foster powerful relationships which are highly aligned in thought and action and uncharacteristic for a typical corporate environment. As we break through outdated conditioned patterns of interaction, we discover more dynamic, responsive ways of working together in organizations. These relationships are highly aligned in purpose and performance and characterized by a high level commitment to values. Relationships that are highly aligned and are freed from limiting beliefs are highly responsive and capable of creating novel solutions and extraordinary execution of goals as well as a healthier, less stressful work environment. We will create a team of people who communicate about the real issues, honor agreements, take high levels of personal responsibility and accountability and act collaboratively.

My approach is to directly explore and experientially discover rather than simply present theories and concepts. Because the sessions address real issues, the very dynamics and practices that inhibit performance or a company’s success are revealed through participants engaging in the activities of the workshops. My unique training style allows us to work directly “in the moment.” We deal with what is really going on, rather than theorizing or talking about it. As we do this, transformation occurs in real time and is immediately accessible and applicable in the workplace.

I present workshops in a way that guides, supports, encourages and challenges my clients while always treating them with respect and dignity. My intention is to be fully present and sensitive to both group and individual needs while modeling what I teach. My premise is that the most effective learning often comes from the collective and individual experience of the participants, not solely from the leader. My role is facilitative more than instructive. I invite clients to tap their own individual intelligence and creativity, as well as vitalize the collective imagination of the group. Participants develop their own abilities and create their future by engaging in an experience of authentic learning. This approach has been effective in my work with Fortune 100 companies to Silicon Valley start-ups.

Five Main Reasons Why Managers Fail

{ Excerpted from The Wall Street Journal/May 2, 1988 }

Failure. It’s every manager’s terror. Whatever the reason for the career fall, it’s considered shameful and scarring. So much so that managers who fail on the job often spend more time hiding the fact than examining why it happened. Yet nearly every manager trips as he or she moves up the corporate ladder. A study of 191 top executives at six Fortune 500 companies found that virtually all had suffered “hardship experiences” – from missed promotions to firings and business failures.

1. Inability To Get Along Poor interpersonal skills represent the single biggest reason for failure – and the most crucial flaw to recognize and remedy. Managers typically can’t inspire and win the loyalty of subordinates because they aren’t good listeners, don’t give and take criticism well and view conflict as something bad instead of something inevitable that has to be handled.
2. Failure To Adapt The inability to adapt to change is the fatal flaw of the fast-tracker who clings to a once successful management style or business strategy long after it stops producing results. It’s also an increasingly prevalent cause of failure for managers in scores of corporations that have restructured or been acquired.
3. The “Me Only” Syndrome Every manager wants to be recognized and rewarded for his or her efforts. But some are too preoccupied with themselves. These are the managers whose overriding concerns are how much credit they’re getting, how much money they’re making and how fast they’re moving up the corporate ladder. Managers have to be authentic team players in today’s leaner environment.
4. Fear Of Action Halfhearted managers may be limited by their inability to put themselves on the line. They may be diligent workers with new ideas but without the passion or conviction to sell them. Underlying this lack of commitment is fear of failure. Such managers try to prevent a fall by avoiding action, but in doing so actually hasten their own demise.
5. Inability To Rebound Managers who succeed early in their careers but then are unable to weather a setback aren’t all that unlike those who reach the top. Both groups are incredibly bright and ambitious and make many sacrifices. But those who don’t rebound tend to react to failure by becoming defensive, trying to conceal it or blaming others. In contrast, successful managers admit where they’ve erred and try to correct it.