Dan spent 25 years (through the mid-1990s) learning, perfecting, or creating ways to improve speed, quality, efficiency, customer responsiveness, and teamwork in virtually every industry. He has helped leaders get the most from them on factory floors, staff departments, and executive offices and applied them in warehouses, distribution centers, field offices, R&D laboratories, and retail stores. Over that time, three aspects of Dan’s work have set it apart.
First, while he has deep experience with tools & techniques needed for better results, he has always looked at them from the leaders’ point of view. He understands the myriad & often-contradictory demands of being the person of last resort. That leaders do not have the luxury of just short-term performance gains but must also produce sustainable, long-term improvements. That it’s not enough for only some units to perform well but it must happen in every part of the organization, side-to-side, top-to-bottom, and in staff as well as line departments. That leaders are more in the public spotlight than ever before. And that while there are many demands that may change over time, there is the continual need for leaders to maintain the moral authority to win the loyalty of those whom they ask to follow. In particular, Dan understands that balancing various needs & demands is always challenging, but especially when leaders are new to their posts or are passing the baton to a successor.
Second the white papers, plans, & counsel he provides that help people at the top focus on the vital few requirements for success. With his help they achieve short-term results while also laying the foundation for long-term improvement … and, at the same time, establish a motivating culture that learns from success and mistakes. It’s a tall order that taxes even the most organized executives, but using techniques Dan has pioneered to conserve time and organize the office of the CEO, the leader gets it all done more efficiently. And because no one can implement a change agenda without the commitment of others, Dan involves the key, influential people in shaping recommendations.
Third depth & experience in the political and culture-change challenges the leader faces. He has been on the forefront in this area for most of his career helping leaders make steady progress culturally & politically as they meet their more tangible financial and operational goals. He understands the strategic and operational demands leaders face but also integrates an appreciation for the cultural and political factors that often mean the difference between great and mediocre results.
Each of these aspects of Dan’s work is important to success … and their combination is unique. Through his depth in handling the most vital tasks facing leaders and combining solutions, Dan has specialized in connecting the dots.
No leader can on his own put in place a new strategy, get his organization behind it, define the right techniques & skills, and ensure that the right behavior is encouraged by the culture. The ones who succeed in this complex leadership challenge have learned how to find and make the best use of advice from both inside and outside their organizations.
