PARTIAL LIST OF PROJECTS

Hartman Value Profile (HVP) - hiring process, coaching, executive development, individual development, team building, conflict resolution, succession planning

Executive Team intent on improving their decision-making process  completed the HVP and discovered different thinking styles. A new decision-making process was consciously created to consider all factors prior to decisions.

Business Owners having conflict in decision-making, HVP illuminated different decision-making patterns, resolution involved conscious deliberation of previously ignored elements.

New CEO having conflict with other Executives, HVP revealed CEO thinking pattern, coaching assisted in redefinition of expected roles.

New President wanting to evaluate and improve his skills with HVP and coaching.

High level project managers being hired completed the HVP which allowed early discussions of developmental needs and different types of supervision required for the success of these high level staff.

School district superintendent, who had previous experience with the HVP, arranged for the district principals to complete it for developmental planning.

VP/potential partner was hired after person took HVP, which was not analyzed during the interviewing process. One year later, owner requested the analysis of the HVP, which identified the precise issues that the VP was demonstrating in the company.

High level technician was hired based on skills. One year later, company requested HVP analysis which identified the problems that the technician was presenting in the company. 

Cultural change to “problem solving, team work” organization. Included weekly executive coaching over a ten month period, strategy review,  team building, conflict resolution, organizational design, job redesign, process redesign.  Continuing periodic consultation over five year period. Construction Industry - Environmental cleanup

Consolidated Business Systems, totally new department made up of people from different companies with their own business processes, new Director wanted to thoughtfully develop the culture of the new organization prior to the employees starting, worked with new management team using the 7 S McKinsey Model to define the new organization. Medical Insurance Provider

Team building with President and management team with new high-level manager coming on board, thus displacing a non-management employee who had been included in management team decisions, and would no longer be included. President wanted transition to go well, with non-management employee understanding the change, and using his significant informal power to support the new manager displacing him. Printing Company

Development of likely successor to owner/president, executive coaching. Conflict resolution between two key staff, Plastics manufacturing plant 

Conflict between manufacturing and quality, initial request was team building, after assessment, consultant suggested that teambuilding would not solve problem. Instead recommended management and communication process changes.  Pharmaceutical Production

Conflict between three partners. Conflict resolution, executive coaching. Engineering Service Company 

Designed and facilitated series of meetings where managers decided how to implement  recommendations from a reengineering project team. Manufacturing company

Merger and relocation of two identical professional departments, resulting from the merger of two different companies. Although no positions were eliminated, new manager of merged organization sensed conflict between two groups of professionals.  Goal was to identify and resolve issues, and conduct a team building session that would be the beginning of a joint positive working relationship between all staff. Involved conflict resolution, team building, executive coaching.  Professional Services.

Centralized Purchasing, initial request was for self-directed work teams, scope changed to setting the foundation for teamwork  including defining the values of the department and corresponding behaviors, defining roles & standard processes for interaction with a new computer system, conflict resolution. Health care

Working with  President & management team to identify causes of disagreement in decision making. Starting off a new department with new staff hired to kickoff a new product line. Teambuilding. Health Care

Executive coaching. Software Development Companies.

Revive a stagnant employee involvement process, worked with employee members of employee involvement committee, senior executives, involved cultural change, executive coaching, team building, conflict resolution, Large Printing Plant.

Conflict resolution between current General Manager and employee brought into corporate as general manager’s successor in  5-10 years. Service company, corporate location.