The boss is 80% of the job. She or he sets the tone, the climate, the “how-fun-and-productive-it-is-to-work-here” index.
I am reminded to trust the process, to trust the good intentions, the weight of the preparation and the desire to succeed of the people who are on most teams.
To expect breakthroughs and one might say “miracles”. To know that at some point positive things are liable to happen, so long as people hang in there, so long as they continue the effort and want things to succeed.
Of the power of caring, of the boss caring “to get it right”, and of people, in the end, knowing that the team members (including the boss) care about others on the team, despite what might be called weaknesses.
I am reminded that sometimes months and months of nudging and preparation and coaching are needed before we are able to await the result in peace.
That declarations of hope, of expectations for positive outcomes, if heartfelt, even in the face of little or no evidence, can often carry the day.
I am reminded of all these things because of something that occurred within the last 90 days in my consulting work, an all-stars-aligned team alignment session that could not have gone any better, despite many challenges, and that will always be a highlight in my life.
And, as I look over my shoulder to the right, on top of my bookshelf, I see the figurine of a bear, a recent gift, small black eyes staring at me, and I am at the same time reminded of my consultant cautionary motto—“Some days you eats the bear, and some days the bear eats you!” That day, we all ate the bear. Delicious!
Paper Explores the Critical Elements for Building Effective Business Networks that Link Collaborating Knowledge Workers
VIENNA, Va., November 23 – Tercon Consulting, a human capital resources consultancy to Fortune Global 50 organizations, today announced the publication of a new white paper, Business Value Network Implementation: Behavioral and Change Management Considerations.
Written by Steven Davis, Tercon Senior Vice President and COO, in collaboration with Eamonn McCormick and William White, the paper explores the key issues that arise when organizations seek to develop and implement collaborative network management systems and identifies the critical elements for long-term sustainability of such networks.
Davis identifies primary constituencies that must be addressed in establishing the objectives and operating protocols of business value networks, and then details the human factors that must be considered in order to ensure that network implementation goes smoothly and that the networks can be maintained effectively over time.
A copy of Business Value Network Implementation: Behavioral and Change Management Considerations is available on Tercon Consulting’s website: www.tercon.com in the site’s “News & Resources” section under “White Papers.” Registration is required to download the document.
ABOUT THE AUTHORS:
Steve Davis has over thirty years of experience in the energy sector, most recently as a senior executive with Exxon Mobil Corporation. After the merger of Exxon and Mobil in 1999, he held the positions of Vice President-Downstream Business Services and Assistant Corporate Controller. He joined Mobil Corporation as Corporate Controller in 1998 after a 23 year career at Chevron Corporation. He led the start-up of significant new employment centers for support services in South America, Southeast Asia, and Eastern Europe. Davis has written several articles and publications on financial operations, enterprise system implementations and business value networks.
Mr. Davis holds a Bachelor of Science degree in economics from Auburn University. He attended several universities for post-graduate studies and executive education programs. In addition to his service as Chairman of the Fairfax County, Virginia Economic Development Authority Commission for the past seven years, he chairs the Advisory Board for the George Mason University School of Management, and formerly served on the Board of Directors of the Virginia Chamber of Commerce, and as a member of the Virginia Business Council.
Eamonn McCormick brings a uniquely qualified view to the world of integrating intelligent edge devices into innovative business models. His talent for seeing the “big picture” when it comes to helping clients realize new business models using edge technologies is simply unparalleled. Earlier in his career Eamonn was founder of Dynamic Networks – a company that successfully delivered business network process and technology solutions to a number of prestigious clients. Eamonn has extensive experience building complex business process networks and trading markets. Prior to Dynamic Networks Eamonn was lead architect and managing associate at Coopers & Lybrand. Eamonn has been responsible for leading the design, development and integration of some of the most sophisticated transaction-based networks in existence. During his career he has led architecture business process network implementations at clients including Del Monte foods, Exxon Mobil, the Electricity Reliability Council of Texas, FurnishNet Inc and the California Power Exchange.
William White over 35-years of experience leading major consulting practices in the integration of strategy, operations improvement, systems integration (including network management), organization effectiveness and financial results (shareholder value creation). Previously, Bill headed the West Coast Consulting Practice of Coopers & Lybrand (subsequently Price Waterhouse Coopers), the Financial Services Practice of Ernst & Young (subsequently Cap Gemini Ernst & Young), and the West Coast Practice of the merged Towers Perrin and Cresap Consulting practices. He began his career at Booz, Allen & Hamilton in New York in the general management practice.
In recent years, he has worked with private equity firms and various venture capital firms to launch businesses in the high-technology and bio-tech fields. Mr. White attended Princeton University’s McCormick School of architecture and has a degree in English and Journalism from the University of Pittsburgh. He is a Certified Management Consultant and has published over twenty articles on issues of strategy, operations, and optimizing shareholder value.
About Tercon Consulting
Headquartered in the greater Washington, DC region, Tercon Consulting accelerates the performance of organizations, teams and individuals through the design and delivery of customized leadership, organizational, team development and training initiatives. Through its Project Team EXCELerator™, Tercon employs a unique approach in creating “Speed-to-Competence” that capitalizes on the firm’s breadth of experience and vast intellectual property resources, enabling Tercon to consistently deliver measurable client results. Tercon engages with clients to produce highly specialized business strategies and deliver the necessary change management consulting for both people and processes. As a founding member of the Global Leadership Alliance, Tercon has helped its Fortune Global 50 clients build sustainable organizational capabilities, achieve their business objectives, minimize risk, and achieve reduced project costs. For more information visit www.tercon.com or call 703-388-0059.
“Hey Coach!”… that phrase brings lots of memories. My first recall was 5th grade basketball and my first organized team sport. He was an old college star who just loved being close to the game and watching others light up as their passion for the game and for winning intensified while playing on the court.
My next vivid “coach” memory was my freshman wrestling coach in high school. He was 140 lbs. and small in stature, yet all muscle. I was just a bit over 100 lbs (when sweating) and very new at this sport. He inspired me when he walked up to a 190 pounder during one of our first practices and picked him right up off the floor. He showed us techniques to do the seemingly impossible, while conditioning us to think like champions. His coaching success was phenomenal. We won two state championships out of the 4 years I attended High School in Ohio. I have always had a deep appreciation for good coaching and getting results.
That was then… this is now. I have been in consulting for 12 years and was in manufacturing operations for over 20 years before that. Over the years, I have found myself in many leader and team coaching situations. Some processes were rather formal and some were part of the package of working with leaders and teams.
Just two weeks ago, I became a certified coach for one of our large clients using a multi-rater 360º feedback assessment tool. During the certification process we learned the formal processes and were reminded about how coaches helped people to see their blind spots. After the certification day was over I was anxious to apply what I had learned.
So here’s the fun part, this week I was interviewing a senior leadership team member of a large capital project to get a pulse check on the team effectiveness and areas for improvement. He did not know about my newly minted coach certification. When we were wrapping up our conversation, he asked me if we could take some extra time and talk about leadership team blindspots; specifically, some that he might have and how to overcome them. He didn’t come right out and use the words “Hey Coach,” he didn’t have to. I love watching people light up as their passion for leadership and getting breakthrough results intensifies. My leadership team friend is now aware of my coach certification and has expressed an interest in trying out my new skills.
Tercon consultants have a special talent for developing and aligning leaders and teams with mixing in just the right blend of coaching. Be sure to browse our website for client testimonials from some talented all stars.
