Many forums I attend feature an opportunity to get to know experts in their particular field… and around the Washington, D.C., area you can bet that you will meet lots of people who characterize their business as “IT or IT support.” Information technology support spans a wide array of products, services, consulting and projects; and, it is typically focused on a technical solution that has great promise for the organization in which the implementation is taking place. Many times, however, a key ingredient to a successful implementation gets short shrift or is forgotten completely in the process.

One memorable comment came from the CEO of a mid-size IT consultancy over lunch a few weeks ago. He said, “I know we have the right technical solution and the right resources on the project, but we can’t get the people to cooperate.” Everyone welcomes change, right? Ok, you first!

Managing change, proactively and to a sustainable level, is a challenge to any enterprise or government entity. Keep in mind the importance of integrating the technical solution into current work processes and making the adjustments stick through an orderly, reinforced, consistent communication process with those involved. On the front end, create a road map to success, analyze potential risks, and give substantial weight to the human element. Execute the project, measuring the technical elements and the progress with the team. Remember, what gets measured, gets accomplished.

Completing the project is an important milestone. Sustaining the change elements requires follow up. What lessons were learned during the project? Keep monitoring performance, adjust as necessary to be sure you’re measuring the right elements, and keep those lines of communication open in both directions. Successful change management is the hallmark of industry leaders, creates a competitive edge, and prepares your team for what’s next… more change!

Want to see how we think about change? Click here.

The post Managing Change appeared first on Tercon.

Did you ever notice how those little twinkle lights add so much to the ambiance of a setting.  Restaurants occasionally string lights around and up into the trees surrounding their establishments….it just seems to make the dining experience more pleasurable.  There are even some shopping centers that sport white twinkle lights all year round.…putting people in the mood to shop until they drop…all year long.   There is just something about those shining lights that can alter the mood and set the stage for a good experience.

I had a meeting this past week with one of the members of a leadership team I have been working with this past year.  My quest in the last few days was to get some deeper one-on-one discussion with each of the leadership team members on some proposed ideas for growing a more vibrant high-performance team.

My lead-off question to all the leadership team members was the same, “Given all the options we have been reviewing for a team development plan, what do you feel are the most critical next steps?  By nature, this particular leadership team member is reserved.  Her answer was insightful and she had a firm resolve as to what she felt was needed for the leadership as well as for the extended team.  I was glad to have the one-on-one opportunity to hear her thoughts and to see her spirit and commitment to team development.  It was strong and impressive….and something I had not seen from her in the many leadership team meetings I have attended with this particular team.  She was able to let her light shine and express her thoughts strongly for what would help the larger team and her leadership colleagues move to a place of noticeably higher-performance.

A few nights ago, I flew into the Los Angeles airport and was waiting for the shuttle bus to take me to my hotel (I am always impacted by the sea of humanity at the Los Angeles airport….it always give me an opportunity to people watch).  The shuttle bus arrived and I was greeted by a smiling face from the driver.  He was a combination, greeter, driver and logistics expert (carefully helping people onboard….and creatively organizing their luggage to fit it all onto the limited shelf space in the bus)

As we moved from terminal to terminal (and there are many in LA), I noticed that at every stop, our driver jumped out of his seat and quickly went to the door to offer a smile and assistance to all who were climbing up the steep steps of the bus.  It was late in the evening and he still found the energy to offer a bright smile and assistance to take each person’s luggage up into the bus.  He had a shining light inside….you could just see it in the expression on his face.  He lit up the late evening for many of the weary travelers carrying their heavy baggage.

One of the biggest lessons I have learned while working with people in my manufacturing and consulting careers is to seek out other’s opinions, listen to them and give them some room and the opportunity to let their lights shine.

Shining lights are all around us, sometimes we get so busy that we don’t take the time to see their glow….and sometimes, our own lights blind us from seeing the brightness of others around us.

There is just something about those shining lights that can alter the mood and set the stage for a good experience….sometimes they can even make some of the heavy loads we carry seem lighter.

The post Notice the Shining Lights appeared first on Tercon.

Washington, DC (June 13, 2012) – Tysons Corner, VA-based Tercon Consulting, Inc. today announced that Houston-based Jane Anderson will join its team of senior consultants and serve as the director of the company’s southwestern U.S. operations, said Jeannette Terry, President and CEO of Tercon.

“We’re delighted to have attracted as talented and experienced a management consultant as Jane to Tercon,” said Terry.  “She will be serving as our primary client contact for accounts in the Houston region, as well as supporting our expansion into consulting for federal government clients.”

Tercon, an internationally known developer of organizational capability and high performing teams and leaders, has experienced continuous growth in recent years as its client base and scope of services have expanded.  After 30 years of success with a primarily multi-national corporation client base, Tercon moved aggressively into the federal government market in late 2011.

“Our track record is based on helping clients achieve measurable improvement in organizational performance – and that resonates strongly within the private, public and nonprofit sectors,” said Terry.

Jane Anderson joined Tercon in 2011 as a consultant on a major petrochemical project in eastern Saudi Arabia during its engineering design phase.  She has extensive management experience in the oil and gas industries having worked at Shell Oil for 20 years in organizational development.

“I look forward to accepting this new challenge with Tercon,” said Anderson.  “Their impressive list of long-term clients and innovative processes for achieving performance breakthroughs   will be very attractive to both private sector and government clients in the Southwestern Region.”

About Tercon  Inc. 

Since 1978, organizational consulting firm Tercon Inc. has been driving measurable improvements in productivity, cost containment, on-schedule delivery and resource management for organizations worldwide.  Headquartered in Tysons Corners, Virginia, outside of Washington, D.C., Tercon provides expert consulting services to Fortune 50 companies, government agencies and non-profit organizations in the areas of organizational capability, program and project management, change management, leadership and team performance, shared services center implementation, and business resilience preparedness. Utilizing proprietary and proven EXCELerator™ tools, processes, and assessments, Tercon develops and executes integrated strategies and programs that enable clients to rapidly meet and exceed their business objectives. Tercon has other U.S. offices in Houston and Kansas City, with affiliate locations in Australia, Dubai, Singapore and the UK. For more information visit www.tercon.com or call 1-888-798-3088.

Media Contact: Kellie Boyle kellie@boylepublicaffairs.com 703/ 898-6554

The post Tercon Consulting Names Jane Anderson Director Of Southwest Region appeared first on Tercon.

“Hey Coach!”… that phrase brings lots of memories. My first recall was 5^th 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.

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Consider the lowly (or not so low) speed bump.  They are commonly found on residential side streets and in parking lots.  Many times those pesky speed bumps sneak up on you when you least expect them. They are even in the high-rise parking garage that I park in everyday during the week.

I consider speed bumps as falling into the category of inventions that were designed to “outsmart human nature”.  Seriously though, speed bumps save lives and cause drivers to slow down.  Speed bumps cause a mandatory consideration of pedestrians who might be otherwise “be in the way” as some drivers make haste to get to their destination.

I was working late a few weeks ago.  As I was leaving my mostly empty, parking garage, I noticed something peculiar about the speed bumps.  I could clearly see something that wasn’t so obvious during peak-load times in the parking structure. The peculiar aspect was that the speed bumps were only placed on the exit roadways (not on any of the entry ramps or roadways)…so you only meet a speed bump on your way out of my parking garage.

One conclusion that I drew from my evening observation is that the my parking garage designers assumed that people have a tendency to drive a lot faster leaving work compared to going to work.  Regardless of the designer’s assumptions, you have to hand it to those speed bumps….they manage to get the driver’s attention.

I sometimes look to nature for guidance…..especially human nature.  I’m thinking that there is something analogous to speed bumps that might benefit the process of executing business projects or processes.  Perhaps applying the concept might be as simple as taking purposeful time to slow down for some mental speed bumps.  That purposeful “mental speed bump” time might include making sure team member or stakeholder ideas aren’t run over or thrown aside too quickly.

As projects and new processes begin and ramp up (similar to the “going to work” routine) most people involved in projects are careful to ask for team member inputs and to be sensitive to stakeholder’s positions.  They don’t seem to need the speed bumps.  As projects mature however, taking the time to navigate those mental speed bumps can cause a mandatory consideration to maximize the inputs of other team members and stakeholders.…..those who might otherwise be considered  as “being in the way” of some “drivers” making haste to get to their destination.

The post The Benefits of Speed Bumps appeared first on Tercon.

I have always been a nut about cars and the mechanical marvels that they are.  That said, the discerning reader might detect my lifetime timeframe.  Yes, I grew up in a simpler age of cars….they were mostly mechanical and quite easy to upgrade and repair as a do-it-yourselfer.

Today’s vehicles have a new degree of difficulty when it comes to repair and upgrades….with integrated electrical systems, government mandated emissions controls, complex design etc.

As I reflect on my history as a do-it-yourselfer working with cars, I see an uncanny parallel with cars and the work I do as a consultant in leadership and team capability development. To show you the parallels, I will take you into my past a bit…so bear with me.

My first big car repair project was replacing the brakes on a 1963 Plymouth Valiant.  It was my first car…and like many first car owners, I didn’t have a lot of extra money to pay to get my car fixed.  I had to become a “do-it-yourselfer”. I always followed the learn-by-doing process when in came to my personal development…..so it was natural I would apply this to working on cars.

To begin, I engaged my friend Dan.  He was older, wiser, more patient and well-experienced in automotive repair and upgrades.   We started my first car repair experience by going off-site…to his house.  He had the tools and a safe environment….a warm garage (it was the middle of winter and I lived in Ohio at the time).

Dan gently guided me by telling me the steps to follow.  He occasionally had to show me how to use a new tool (I thought I knew all about tools and how to use them).  After a couple of hours, my 1963 Valiant was ready for the road.  We took a test drive together and did some final adjustments…including an adjustment to the parking brake, which I learned was affected by the new brake installations.

The new confidence I gained from my brake changing experience allowed me to tackle the installation of an upgraded exhaust system, some body repair and a new paint job (in Ohio, older cars can get a bit rusty) and the installation of a “state-of-the-art” 8-track stereo system, complete with new in-the-door speakers (now I have really dated myself).

In the next few years, I sold the Valiant and purchased a 1968 Camaro.  My earlier capability development gave me enough confidence to tear apart the engine on the Camaro and do a valve repair project.

Enough with the car stories….at least for now.  So where are the parallels between cars, leaders and teams?  Here are a few to ponder:

1. High-performance cars and high-performance leaders & teams require regular maintenance and upgrades…they can get a bit rusty at times
2. Even though you might consider yourself “do-it-yourselfer”, you will need expert help occasionally to help build your capability.
3. You might think you know about all the tools, however if you explore, you can learn that there are some tools you don’t know about that work much better in certain situations
4. As “upgrade and repair” needs become apparent, you find that you will have a preference to seek a trusted advisor for advice and help
5. You might occasionally need to go offsite to learn and improve your capability
6. Over time, new systems, government regulations and design complexities have put restraints on our ability to do-it-ourselves….we need specialized help
7. After new “upgrades and repairs” are installed, it is always a good idea to do a “road test” …preferably with the expert mechanic ….to check for any fine-tuning adjustments
8. The outside expert will have more patience that you might have when dealing with a big problem you have experienced
9. Upgrading and repairing can cause other parts to require adjustments
10. New capability breeds new levels of self-confidence to take on larger challenges

The post Cars, Leaders and Teams….…Interesting Parallels appeared first on Tercon.

Vienna, VA; October 4, 2011.   The recent spate of network security breaches, the continuing economic upheavals and even recent natural disasters are among the factors compelling Tercon Consulting, a Washington, DC-area based global professional services firm, to add business resilience planning to the services it provides for Fortune 50, government and international non-profit clients, it was announced today by President and CEO Jeannette Terry.

“Preparing for what are becoming more plausible causes for major business disruptions is the only way organizations can protect their enterprises and maintain stakeholder value,” said  Ms. Terry, adding cyber terrorist attacks, massive power outages, major supply chain disruptions, scandal, pandemics and product tampering as examples of significant threats.  “The human, financial, physical and legal costs of failing to accurately assess and mitigate risks are just too high.”

Former Exxon Mobil executive A. Claudio Man will lead the new Tercon practice. Mr. Man brings over 30 years of experience in organizational process design and change management, as well as crisis management experience gained following the devastation of Hurricanes Katrina and Rita in 2005.

“Organizations need to balance the investment they make in establishing redundancies with the time and resources devoted to business resilience planning,” said Mr. Man, who will lead a Tercon team of senior-level consultants in assessing vulnerabilities, establishing and testing systems, and designing and implementing metrics and back-up systems.  “We help them to strike the optimal balance between the two and to eliminate waste and ensure that they are in the best possible experience to deal with crises.”

Designing plans, keeping them up-to-date, training the executioners of the plans and testing the plans on a regular basis make up Tercon’s fundamental approach, which they implement using  their proprietary EXCELerator™  business resilience planning tools, assessments and programs. The global consultancy has also partnered with information technology specialists to provide tailored and fully integrated support for their clients’ overall risk management strategies.

About Tercon, Inc.

Since 1978, organizational consulting firm Tercon Inc. has been driving measurable improvements in productivity, cost containment, on-schedule delivery and resource management for organizations worldwide.  Headquartered in Tysons Corners, Virginia, outside of  Washington, D.C., Tercon provides expert consulting services to Fortune 50 companies, government agencies and non-profit organizations in the areas of organizational capability, program and project management, change management, leadership and team performance, shared services center implementation, and business resilience preparedness. Utilizing proprietary and proven EXCELerator™ tools, processes, and assessments, Tercon develops and executes integrated strategies and programs that enable clients to rapidly meet and exceed their business objectives. Tercon has other U.S. offices in Houston and Kansas City, with affiliate locations in Australia, Dubai, Singapore and the UK. For more information visit www.tercon.com or call 1-888-798-3088.

Media Contact: Kellie Boyle  kellie@boylepublicaffairs.com 703/ 898-6554

The post Tercon Consulting Launches “Business Resilience Planning” Services appeared first on Tercon.

Vienna, VA; September 28, 2011.  Global professional services firm Tercon Consulting, Inc. has retained McLean, VA-based Boyle Public Affairs to assist in the firm’s launch of a Government Services Division and Business Resilience Planning services, it was announced today by Tercon President and CEO Jeannette Terry.

“We have established a very strong reputation within the energy industry and other business sectors after nearly 30 years of optimizing organizational capability and building high performing leaders and teams,” said Terry, whose firm provides organizational consulting services to Fortune 50 companies worldwide. “We’ve tasked Boyle Public Affairs with leveraging this success as we launch in new markets and expand our service offerings.”

Boyle Public Affairs is a full-spectrum communications firm specializing in the introduction and advocacy of innovative products, services and ideas in the private and public sectors.

“Tercon’s training, tools and methodologies for helping organizations to overcome obstacles and to achieve higher levels of success are quite compelling,” said Boyle Public Affairs’ partner, Jim Boyle. “As a firm, we’re committed to only representing clients that add real value to how businesses and governments operate and impact lives, so Tercon certainly fits that criteria.”

Tercon holds a GSA MOBIS 874 Schedule, is certified by the U.S. Small Business Administration as a Woman-owned Small Business (WOSB) and the Commonwealth of Virginia as a Small, Women- and Minority-owned Business (SWaM). Its new Business Resilience Planning service is designed to help organizations maintain enterprise operations, protect stakeholder value and realize revenue generating opportunities in the event of major business disruptions.

About Tercon  Inc.

Since 1978, organizational consulting firm Tercon Inc. has been driving measurable improvements in productivity, cost containment, on-schedule delivery and resource management for organizations worldwide.  Headquartered in Tysons Corners, Virginia, outside of  Washington, D.C., Tercon provides expert consulting services to Fortune 50 companies, government agencies and non-profit organizations in the areas of organizational capability, program and project management, change management, leadership and team performance, shared services center implementation, and business resilience preparedness. Utilizing proprietary and proven EXCELerator™ tools, processes, and assessments, Tercon develops and executes integrated strategies and programs that enable clients to rapidly meet and exceed their business objectives. Tercon has other U.S. offices in Houston and Kansas City, with affiliate locations in Australia, Dubai, Singapore and the UK. For more information visit www.tercon.com or call 1-888-798-3088.

Media Contact: Kellie Boyle kellie@boylepublicaffairs.com 703/ 898-6554

The post Tercon Consulting Retains Boyle Public Affairs to Expand Market Reach appeared first on Tercon.

“This is an important step for Tercon to support our recent growth and to sharpen our focus on the government contracting arena,” said Jeannette Terry, President and CEO. “It allows us to better leverage existing strengths in our commercial practice areas, especially in program and project management. We believe that our proven capabilities for over thirty years on a global scale should be very compelling to government buyers.”

Through its new division, Tercon will offer federal and state agencies tailored services related to program and project management, strategic consulting, facilitation, workplace surveys and data analysis, and business resilience services. Tercon holds a GSA MOBIS 874 Schedule, is certified by the U.S. Small Business Administration as a Woman-owned Small Business (WOSB) and the Commonwealth of Virginia as a Small, Women- and Minority-owned Business (SWaM). These select designations provide attractive vehicles for government procurement opportunities and building strong relationships with business partners. Tercon has entered into several new teaming agreements in recent months to complement its government contracting service offerings.

About Tercon  Inc.

Since 1978, organizational consulting firm Tercon Inc. has been driving measurable improvements in productivity, cost containment, on-schedule delivery and resource management for organizations worldwide.  Headquartered in Tysons Corners, Virginia, outside of  Washington, D.C., Tercon provides expert consulting services to Fortune 50 companies, government agencies and non-profit organizations in the areas of organizational capability, program and project management, change management, leadership and team performance, shared services center implementation, and business resilience preparedness. Utilizing proprietary and proven EXCELerator™ tools, processes, and assessments, Tercon develops and executes integrated strategies and programs that enable clients to rapidly meet and exceed their business objectives. Tercon has other U.S. offices in Houston and Kansas City, with affiliate locations in Australia, Dubai, Singapore and the UK. For more information visit www.tercon.com or call 1-888-798-3088.

Media Contact: Kellie Boyle kellie@boylepublicaffairs.com 703/ 898-6554

The post Tercon Consulting Establishes a Government Solutions Division appeared first on Tercon.

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!

The post I am reminded again: appeared first on Tercon.

So, what is this leadership coaching…?

A little while ago I was having dinner with a friend. He asked about my current work at the company I was consulting to. I said “leadership coaching”. He said

“Coach me”. He is a leader of no small accomplishment. I had little context for his current leadership situation/challenges, and did not want to pepper him with my “consultant questions”. So I demurred and we discussed other subjects.

Coaching at 28,000 feet

But at 28,000 feet, flying home, I began to think – could I give a generic 28,000 feet leadership coaching overview to anyone, sans context, sans motive, sans everything? I came up with the following list that leaders could usefully apply to themselves and their situations, so here it is:

1. Make everyone an insider
2. Ask for what you want
3. Be lavish with credit; stingy with blame
4. Praise in public; criticize in private
5. Hire slowly; fire quickly
6. Don’t carry people for too long
7. Do not excuse yourself because of the weakness of others
8. Always have a plan
9. Hold your friends close; hold your enemies closer
10. Remember – a non-result with a good excuse does not equal a result
11. Make at least one unreasonable request a week
12. What you measure grows; what you ignore shrinks – usually
13. Say often – “I need your help”; ask often “What do you think”?
14. Tell people three things – what you want them to do, how to do it, and how they are doing
15. Do not ask anyone to do anything that you are not willing to do yourself. All of these merit more explanation. Many have an interesting history. Many are grounded in deep (painful?) experience. But this will do for now.

Putting it into practice

A list is of no use unless used. How about picking one of the above and putting it into practice? A police sergeant I know, who supervises an elite team of 5, has posted my list on his wall and has 2 favorites he is currently applying. Or better yet, write your own leadership coaching list. You will be surprised how it energizes and focuses your thinking!

The post Coach Me appeared first on Tercon.

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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.

The post Business Management White Paper, Business Value Network Implementation: Behavioral And Change Management Considerations appeared first on Tercon.

Some gifts keep on giving. Even when we think they won’t. Even when past experience says no way never. When they do keep on, what a singular experience.

And so, with confidence, after a few months of testing, I recommend a resource that 7 times out of 10, makes you stop, think, ingest, apply, improve — it is Seth’s Blog

http://sethgodin.typepad.com/

Try it. You will not be sorry.

The post A Recommendation… appeared first on Tercon.

There are many daily newsletters that find their way to my inbox and one in particular usually has a number in the headline.  You know the type – “5 ways to …,” or “Ten things you need to know for ….”  I looked back over the last quarter’s topics (which reminds me I should clean out my email folders!) and was a bit surprised to see just how many of the headlines were related to communication of one sort or another at the executive or leadership level.  Timely, effective communication is important for aligning the team, resolving issues as they come up, and sharing lessons learned to expand competence in the organization.

My guideposts for any communication are pretty simple. Sometimes I get caught up in the use of certain phrases or buzzwords and I have to catch myself by focusing on the following reminders.

Say what you mean and mean what you say. If you have ever had to clear your head after a conversation or speech by boiling the words down to their real meaning, you know this issue.  Make it easy for your audience.  Think about what you want your audience of one or one hundred to remember…stay on message and use clear language.  Don’t trigger any fluff detectors.

Listen for a response. When your message is heard, your audience will respond.  What did they say with their words, their body language, or their silence?  Do you know that your message was successfully delivered?  Ask your audience what they heard.

Follow up and follow through. If you made a commitment to get back to someone with a response or clarification, your credibility is enhanced when you follow through.  Your team will infer from your behavior what is acceptable in the organization.  Be sure to model what you expect from others.

You and your team are consistently exposed to a wide variety of messages every day.  Make your message stand out in 2010 by following these simple guidelines.

The post Communication 101 for ’10 appeared first on Tercon.