We look forward to every opportunity to help organizations create, maintain and enhance their environments, in all aspects, to assure a “Best Place to Work” outcome. Our goal is to help management create the reality of their organization being a place where successful people WANT to work.
For over thirty years, we have been honored to be entrusted with helping organizations assure their teams, boards, executives and culture are aligned to their Missions and Visions and are able to improve their success in meeting and exceeding their goals.
Our clients have been almost 100% from word-of-mouth recommendations and we are deeply grateful for those statements of trust in our work and experience.
The goals of our work are to help organizations reach and exceed their goals. Identifying the most beneficial structures, whether functional, matrix, geographic, product line or any combination are what we can provide to management teams based on the successes we’ve had with clients. We’ve been fortunate to have experience with multiple sized companies as well as a wide diversity of Industries.
Over the years, we’ve helped during upturns, downturns, growth periods and contractions, to appropriately organize or re-organize in order to meet the short-term needs while never losing sight of their long-term plans.
By relating needs to the overall Mission and Vision of companies, we can help them identify the direction they need to take. We developed a methodology of looking at the present organization structure and processes and comparing them to how well they meet the Mission and Vision of an organization. Where gaps are found, we help to close them through various recommended practices that we’ve seen work, successfully, over many years of our work.
For instance, we believe that on a continuum of 24 hours, it is worth looking at how much time is spent on creativity, innovation and high productivity activities vs. on controllable, predictable results. Finding the appropriate balance and then making the corrective changes has helped many of our clients re-direct their resources toward a more successful outcome.
Like the Organizational Development work we provide, our clients have counted on us to help them identify the “culture” or behaviors within their organization that will be most supportive of the work environment needed for their success criteria.
Some organizations call them Core Values, some Work Ethics, Our Credo, or other words to that effect. We help them to clarify the definitions of these values, provide examples that can serve as models, and then implement the appropriate support programs, practices and business processes to maintain and enhance the desired culture.
For instance, if an organization desires open communications and mutual respect as values to be imbedded in their culture, we will help them to build reward programs that enhance those behaviors, communication vehicles that model them, and on-going processes to assure all employees that the Values are alive and thriving within their environment. We have been able to help many organizations garner the accolades of being “Best Place to Work” in their geography and Industries based on being true to their Values.
When changing a culture is the desired outcome, we employ time-tested methods based on the work of some of the leading Behavioral scientists from the present and past decades. An “action-oriented” process of change management helps both speed up and successfully implement changes. A Graduate School Professor of Harold Goldstein’s told his “If you only remember one thing from this course, please let it be that People Seek a Stable Environment”. This advice has helped steer the work of OPAD for many years with the focus on “Inclusion” methods as a means to successfully plan and implement changes.
When a Culture is clear and an organization designed, another critical element of organizations’ abilities to meet their goals is whether or not they have the appropriate teams, made up of appropriate talents, working together, toward shared goals and agendas. One of OPAD’s clients consistently states, “Having the Right People, in the Right Jobs, Working for the Right Boss” makes for a successful team. While that is true, we also believe that the “right” processes for evaluation, development, succession, reward and planning are equally critical.
We have been honored to work with some of the strongest leaders in helping shape their teams and develop their people. Through building the skills of a team to manage the inevitability of conflict, the ability to work toward closure in problem solving, strengthening the skills of decision-making and on-going controls, as well as increasing feelings of ownership and accountability for the team and its individuals, we have seen groups of people form into high performing teams and have felt great gratification in the improved work environment as well as improved performance of the teams.
Of course, in addition to the organization being appropriately structured, supported by effective processes and a culture that matches the needs of their Mission, each individual’s contribution to the whole is of major importance. We look forward to the opportunities to help executives to reach their highest potential by evaluation their strengths and areas for improvement as they relate to the needs of their present and potential positions within their company.
When working with the Manager in charge and the HR leadership, we help to identify what we have come to compartmentalize as issues that are:
Developmental: those executives who are clearly have high potential within their organization and a few areas of strengths to capitalize on and one or two areas that could use development activities to improve their overall contributions
Re-hab: those executives who have clear indications of major talent that can be major elements of success for their organizations and, at the same time, have some major areas needing more intensive work to help change behaviors, increase skills, or eliminate issues. These engagements are usually requiring more time and work than the Developmental ones and so we urge the clients to evaluate the cost/reward aspects of such activities.
DNA issues: those executives who might be in the wrong jobs for their skills and behaviors, who might not have the intellectual or creative skills needed to meet the demands of the job, or who clearly just don’t fit the culture of the organization. In these cases we urge the clients not to undertake coaching activities.
Our work with individuals usually entails gathering information about the needs of the job, the present level of evaluation of the person’s strengths and to gather new information from various key sources in order to gain as accurate a picture as possible of the strengths to be built upon as well as the areas needing development. We work with the individual on a confidential basis and have their management and HR work with them on any development plans and on regular evaluation of the progress and direction the outcomes of the work provide.
Where specific skill needs are identified across a number of individuals we will recommend and/or provide training opportunities to meet those needs. For instance, we have found that there is often, particularly in technology based organizations, a need for technical presentation skills. We have been able to successfully provide such training on large and small scale bases with remarkable success in improving those skills.