Change Management Consulting

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Our Proven Methodology and Why it is Successful

Standard Business Functions

Most leaders and consultants focus on this side of the brain. They create a clear logical plan with an implementation strategy or buy better project management software. Most plans fail due to poor or improper mental buy-in, inconsistent behavior modification and inconsistent follow-through. For a project to end successfully it must begin successfully.

Drives Understanding & Execution

These are the basic elements that actually drive people, teams and organizations which in turn drive the standard business functions. Planning is the easy part. Implementation is where 90% of people within organizations falter. The more one can understand these concepts and apply them, the closer they will be in achieving organizational success.
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methodology communication and trust
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methodology brain clarity of purpose
Leadership & Management Development Performance Evaluation Strategic Business Plan Meetings Implementation Employee & Staff Development Communication & Trust Cultural Alignment Effective Processes People Organizational Structure Time Clarity of Purpose


Project Outline

Here are the broad steps I take you through and we explore together:

I start by gaining a deep understanding of you, your people and possible cultural assumptions. At this early and pivotal stage in our professional relationship the content of our conversation doesn’t matter as much as the process because it’s the personal connection and establishment of trust that counts. For instance, I learn about your language, metaphors, and thought patterns which will improve our ability to communicate and hit objectives. My exploratory style and questions are designed to gather information, clarify objectives and pin-point unhelpful paradigms. This allows us to see the gaps more clearly between where you are and where you want to be. This approach provides us with deeper insight about your top organizational priorities and how best to achieve them.

Situation Appraisal

The Situation Appraisal is where we get to know one another and establish the trust that allows us to solve your problems effectively. Your part is to describe the situation as you see or feel it – to tell me where you think your organization is falling short. My part is to ask questions and dig below the surface, to find out the underlying problem beneath the symptoms you describe. We address questions such as:

  • If I had a magic wand, what three challenges would you like me to help you improve first?
  • If we fix these problems, how will this improve your organization, division or department? Improve your career? Improve your life?
  • What happens if you do nothing and leave it alone?

Outline Clear and Specific Objectives

For a project to end successfully it must begin successfully; clear objectives are absolutely necessary for the success of any project. So, what are we trying to accomplish? For instance, what are the top 3-5 objectives that must be accomplished? Examples might be related to executive development, strategic/project planning, lack of consistent execution, and department, manager, or employee challenges to name a few. Again, probing questions and reflective answers will help us to determine our desired target end-results.

Establish Measures of Success

What will tell us we have achieved our objectives? How will we know we are making progress?  Examples might look like this:

  • John and Sally will cooperate during meetings and actually build on each other’s ideas rather than opposing each other and causing friction between their two departments.
  • Our executive team will consistently implement our strategic plans throughout the year and this momentum will reverberate to all levels of the organization.
  • Or it may be related more to business outcomes, such as: “Recruiting and hiring costs will decline by 6-11% in the next quarter.”

Providing Value

If these objectives were to fully manifest in five days, 6 months, or 2 years, how would they improve your personal and professional life, department, division, organizational functioning and bottom line? What would be the end-result? Conversely, what if you do nothing and continue on your current path?

What will you and your organization get out of solving this problem?

The value may be quantifiable or subjective.

  • One quantifiable value would be: A sales increase of at least 5% within cost parameters would provide a pre-tax, net profit of about $750,000.
  • One subjective and quantifiable value would be: The ability for our executive team to consistently execute on our yearly strategic plan would mobilize our executive team and focus our efforts on our number one objective (JIT inventory). This, in turn, would help us create and implement our “Just-In-Time” inventory system and decrease inventory costs by an estimated 26% in the first year.
  • One subjective value would be: An improvement in our help desk personnel’s ability to handle customer complaints would generate far better word of mouth and consequent repeat business.

Discuss Methods:

In order to move from where you are to where you want to be, it’s vital we outline a clear plan. Then discuss execution options and time frames for achieving these.

Clarify Measurement:

In the short term, what will show you and the people in your organization that progress is being made toward objectives? What will be the actions, statements and behaviors which will tell us within a few days and weeks that something is significantly better? If we continue to follow these methods we should be able to measure significant improvement in communication, individual and group problem solving, consistent execution, and market share.


I work alongside you and your team as we implement ensuring that plans turn into measurable and productive processes, behaviors and habits. This, in turn, will create “sustained change” and long term growth. As a team, we then debrief, refine and re-execute.