consulting

A culture of accountability and a unique compelling brand are what drive change today

Consulting

Mark Deo is a speaker, author, trainer, musician and former radio show personality. Listen to his latest podcast at www.smallbusinesshour.com and read his Blog at http://www.familybusinessadvisorsnetwork.com/blog/

Mark is also the Chief Coach at the Family Business Advisors Network, Inc. which is a consulting firm that specializes in performance and behavioral improvement for family businesses. He and his team of consultants help organizations achieve accelerated performance by improving their communications, leadership, employee engagement and strategy.



Overview

Family businesses in every industry and specialty are coping with massive changes in society, technology, regulatory/compliance issues and global competitive forces. Exceptional leadership, creating a highly engaged workforce and a functional corporate culture is no longer optional but the first mandate of every successful business strategy. The following are solutions we provide to organizations today.


Transformational Leadership

Transformational Leaders overtly change organizations with an implied promise to followers that they also will be transformed in some way. When practiced effectively it enhances the motivation, morale and performance of followers through a variety of mechanisms. In order to create followers a leader has to be very careful in winning genuine trust. Their personal integrity is a critical part of the package that they are selling. The following are some of the modalities which we address in engaging management in the practice of transformational leadership within their organization:
  • Facilitating the group and accountability
  • Counseling, delegation and responsibility
  • Listening and understanding team needs
  • Setting the example
  • Representing the group
  • Planning and organization
  • Evaluation and self-reflection
  • Sharing the leadership role
  • Chief learner and Inspirer


Corporate Culture Refinement

Why is it that initiatives and strategies with great promise don't live up to their expectations? The culture opposes them. It's easier to decide on change, than getting people to actually change! Between plans and reality lie years of habits, customs, unwritten ground rules and vested interests. These forces govern the corporate culture. In most companies the culture develops unconsciously and organically. Changing that culture is awkward, self-conscious and complex. While sorely needed, cultural change is often avoided rather than confronted. We approach cultural change from a unique mindset. We strategically seed "change accelerators" within the hierarchy from top-down as well as bottom-up. In our culture-change programs we often address the following barriers:
  • Entitlement with poor empowerment
  • Observer-critic culture kills new ideas
  • Silos, turf wars, department competition
  • Lack of accountability and communication
  • Systems that ignore customer satisfaction
  • Resistance to conflict or change of status quo
  • Lack of trust in the company and between groups
  • Management doesn't walk the "behavior-change" talk
  • Non-participative, command and control management
  • Hyperfixation on productivity at the exclusion of job satisfaction


High Employee Engagement

According to recent research conducted by Harvard Business Review, only 7% of private workers are fully engaged on the job. This statistic makes the case for every organization's need to focus on employee enagagement. A lack of engagement results in higher turnover, low productivity and poor client satisfaction levels. Outcomes of our employee engagement campaigns are often as follows:
  • Leaders are open to hearing the truth, including bad news and can address issues.
  • Employees acquire influence over how they do their work accelerating performance.
  • Asking questions is encouraged at all levels of the organization creating innovation.
  • Employees are given "stretch" projects beyond their current skills and grow faster.
  • Decision-making processes are well defined creating continuity throughout the firm.


Strategic Planning and Execution

As a higher level of leadership permeates the organization, the culture begins to shift. Members become more engaged and tap into their "Discretionary Effort." This creates a greater desire to be involved with the company's strategic plan. The process for planning therefore becomes collaborative. This releives leaders from making dictates and increases the chances of accomplishing the desired outcomes as indicated below:
  • Vision into the future providing an opportunity to assume a proactive posture.
  • Better awareness of needs and of the facilities related issues and environment.
  • Defines the overall mission of the organization and focuses on the objectives.
  • Provides a sense of direction, continuity, and effective staffing and leadership.
  • Plugs everyone into the standards of accountability for people and resources.


Succession Strategy and Transition

Studies show that 70% of businesses fail to survive into the 2nd generation. It takes planning, foresight and resolve to pass the reins in a way that makes success possible for successors. Often the owner's identity is wrapped-up in the business and it is likely the largest asset in their financial portfolio. Therefore planning becomes critical. The benefits of our succession programs are as follows:
  • Safeguards the values, goals and security of the family, as well as brand equity.
  • Unlocks some of the business wealth created by the current generation of owners.
  • Allows the wisdom and skills of the current owners to be passed to the successors.
  • Provides a smooth transition preserving important relationships with all shareholders.


Customized Corporate Training Solutions

We offer through our partner, Dale Carnegie Training, customized programs tailored to specific client needs. Most engagements begin with a thorough needs assessment followed by the administration of some diagnostic tools. These may include management interviews, personality profiles, 360 feedback surveys, a cultural assessment, employee satisfaction and engagement studies. This information is cross-tabulated and analyzed and then recommendations are made. Following this initial stage most programs roll-out as follows:
  • Presentation of research results: Need, Motive and Solutions
  • Consulting to determine project goals, metrics and anticipated ROI
  • Program content tailored to match up precisely with organizational needs
  • Executive consulting, coaching and training delivery tied to organizational goals
  • Management feedback simultaneous with program delivery through an active feedback loop
  • Consulting of standards and systems required to implement successful application of advanced modalities


Selected Clients

  • AEROSPACE
    • The Boeing Company
    • Boeing Satellite Systems
    • Gulfstream Aircraft, Inc.
    • Raytheon Company
    • Northrop Grumman
  • AUTOMOTIVE
    • American Honda
    • BMW North America
    • Denso
    • Longo Toyota
    • Penske Automotive Group
    • Spirit Automotive Group
    • TABC, Inc.
    • Toyota Motor Sales, USA
  • BIOTECHNOLOGY
    • Microbia
    • Pricespectives
  • FOOD SERVICES
    • American Commissary
    • California Dairy Association
    • Coca Cola Bottling
    • Dreyer's Grand Ice Cream
    • Food-4-Less
    • Jack-in-the-Box
    • In-N-Out Burger
    • Ralphs
    • Rockview Farms
    • Vons
  • HIGH TECH
    • Allied Signal
    • Pioneer Electronics
    • Radio Shack
    • Seiko Instruments
    • Spinitar
    • Verizon
    • Xerox Corporation
  • HEALTH SERVICES
    • Centinela Medical Center
    • Gillette
    • Healthcare Partners
    • Kaiser Permanente
    • SCAN
  • LOGISTICS
    • Able Freight
    • A1 Cold Storage
    • Flegenheimer International
  • MANUFACTURING
    • Alcoa
    • Armstrong World Industries
    • Phillips Industries
    • Rainbird
    • Royal Truck Body
    • Russ Bassett
    • Spring Air Mattress Co.
  • PETROLEUM/CHEMICAL
    • Ablestik Laboratories
    • Chevron
    • ExxonMobil
    • Thumms
  • PROFESSIONALS
    • Brigante, Cameron, Watters & Strong
    • Browndorf
    • Diversified Risk
  • SERVICE/RETAIL
    • ADT Security
    • Expeditors International
    • Mattel Inc.
    • Pepperdine University
    • Rose Hills Mortuary
    • US Postal Service
    • Wal-Mart
    • Web Service Company

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