A Unique Approach - Connecting The Dots

Dan spent 25 years (through the mid-1990s) learning, perfecting, or creating ways to improve speed, quality, efficiency, customer responsiveness, and innovation ... and, as important, to adapt the organization culture so that the right people are working together in the right ways to sustain those gains. With experience in virtually every industry, he has helped leaders get the most from the hand they've been dealt on factory floors, staff departments, and executive offices and in warehouses, distribution centers, field offices, R&D laboratories, and retail stores. Three aspects of Dan's work have set it apart.

The first difference is, 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 paradoxes of being in the top spot as the executive 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 must be comfortable in the public spotlight but must be more careful than ever before.
• That while demands are ever-changing, there is a continual need for leaders to maintain moral authority to win the loyalty of those whom they ask to follow.
• That while demands on every leader are challenging, it is especially so for ones going through a leadership transition.

The second difference is the combination of white papers, plans, & counsel that help people at the top stay focused 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.

The third difference that makes Dan's brand of help unique is his 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. He understands that the difference between success and failure depends on the ability to manage the cultural & political consequences of strategic and operational demands.

Each of these aspects of Dan's work is important to realizing a change agenda...and combining them in the right way for each particular situation is essential. Through tailored solutions for the most vital tasks facing leaders, Dan has specialized in connecting the dots.

Click here for more detail on Dan's philosophy on leadership during times of change, transitions, improving operating effectiveness, and changing the culture to sustain it.