Executive Consultation Experience for Dr. Paul Radde
Consultation to Executives: Facilitation of Meetings [see asterisk*]
American Red Cross
- V.P. of Quality Assurance and Regulatory Affairs, Biomedical Services
- Directors - ARC/BMS/QA/RA*
- Regional Director of Operations - Charlotte
- National Confirmatory Testing Laboratory - Scientific Director
- Quality Assurance Officers*
- American Pharmaceutical Association + Executive Staff
- National Wholesale Druggists Association + Executive Staff*
- American Feed Industries Association + Executive Staff*
- American Society of Hospital Pharmacists + Executive Staff*
- National Association of Counties + Executive Staff*
- Petroleum Marketers Association of America + Executive Staff*
- Chemical Manufacturers Association and Affiliates*
- Grid Systems
- Lockheed - Executive Management Institute
- Falconer Glass Company
- National Health Advisors, Inc.*
- Food and Drug Administration
- Food Additive Supplement Team*,
- Office of General Counsel
- Division of Ethics
- Department of Labor - Executive Development Courses
- DOT-National Highway Traffic Safety Admin. Director
- Presidential Management Intern Program - Executive Development
- Portland Federal Executive Board
- U.S. State Department - Foreign Service Institute
- Internal Revenue Service - Management Development Program III
- New York City Police Chiefs
- U.S. Chamber of Commerce - Leadership Development Institutes
- American Institute of Free Labor Development - Leadership Development
- Montgomery County Public Schools - Asst. Superintendent*
- Alexandria Public Schools - Superintendent
- Georgetown University Law Center - Dean and Assistant Deans*
- Meeting Effectiveness Training - organization-wide
- Supervisory Training - Administrative Secretaries
- Administrative Secretary Training Program - Development & Delivery
- Consultation to Steven Denning - W. African Rural Development*
I work with client organizations on three levels:
1. Personal Issues: Discussion with individuals may determine that personal issues or personal behavior is interfering with professional practice. If so, this aspect of the consultation involves immediate intervention, which is kept strictly between the person consulted and the consultant. Meanwhile, consultant utilizes his 28+ years as practicing psychologist in working with the individual to make the necessary adjustments to get back the employee or executive back on track.
2. Management Issues: Consultant uses his 29 year background in supervision and management to determine the current level of management practice. Immediate intervention will instill correct practice. However, it may be useful and necessary to intervene on a broader scale, in which case a training may be appropriate.
3. Organizational Issues: Headquarters vs. satellite operations, one floor vs. another floor, department A vs. department B, succession planning, merging a new acquisition may each and all be sticking points for effective organizational functioning. Consultant applies organizational development practice
Basic Overview of Potential Contributions
I am a big picture thinker and specialist in guiding transitions from up-down toward side-by-side organizations. My superior skills are in the area of assessment of patterns, trends, phenomena, norms, and then translating those into comprehensive program designs and models. I bring 25 years of design and delivery experience in program development, facilitation, training, workshops, and seminars, plus other experiences, to this venture.
1.) Quick Study in Meeting Needs: Observation, interviewing, and critical thinking skills coalesce to determine the basic functions that are required by group, organization, work unit, or job position. That can then be translated into the most efficient and effective educational approach. In many cases, the incremental capacities that are required can be mapped out, and used in assessed, benchmarking, and then serve as a guide and evaluative tool for the learning process.
2.) Generalized University Model Project:
I worked with University of Texas former Business School Dean Kozmetsky on a project to research building a campus from the ground up, re-examining assumptions, and building to specification. I conducted the Student Community Building aspect including group dynamics and architectonic disposition.
3.) By accurate generalizing to the overall population from the data of in-depth individual cases and observations, I then cast those insights in terms of overall needs for that population, with specific skill sets and programs to remedy the deficit(s): Example: From working with two Air Force families, I was able to detect specific development needs in the AF support system together with specific issues facing families. These were then brought to the attention of the chief psychiatrist.
4.) *Filling in the Gaps in programs and processes:
Example: At my first management training I observed in preparation to delivering the five day course and I heard questions about what to do with reactions of employees passed over for promotion. The instructor answered in strict management terms. From it I developed the term "Status Deprivation" and introduced this phenomenon in my book, Supervising: A Guide for All Levels., and in an article for the ASTD Journal.
Example: My book, The Supervision Transition! An Employee Guide to Choosing and Moving Into A Supervisory Position. Also met a need, filled a hole that continues today even in major corporate training programs for the employee interested in supervising, as well as for the new supervisor who needs orientation to the position.
Example: Eight years involvement in designing and delivering training programs for Food and Drug Administrations managers and executives required an ongoing effort to add basic core management structure and mechanisms to a program originally developed by a contractor around spotty soft skills.
(5.) Devising Meaningful Metrics.
I subdivide professional practices all the way down to discrete muscle movements, when necessary and germane to a project. I have yet to meet a situation that could not be evaluated in terms of change.
(6.) Devising Silo Busting, Perspective Broadening, Collaboration Enhancing, Non-Conflict Arousing Metrics:
This is typically an issue for higher level executives - devising outcome measures that promote cross-organization collaboration rather than further silo entrenchment.
Example: I am currently working on this as a project with one long term client. We are proceeding with appreciative inquiry as a method of securing and repeating the peak collaborations among directors.
(7.) *Developing a Thrival Culture
With so many talented, bright, high level professionals beyond a survival level of existence and lifestyle, it takes a system to guide them through the transition from survival to thrival. I am a thrival specialist. That is the basis and origin of my company and trademark: Thrival SystemsŪ, as well as of over 27 years of research. I bring this capability to offer organizations with the leadership to be able to implement this transition. As far as I know, I am unique in this particular approach and ability.
(8.) Assessing the Exceptional Executive over the Average
You already have highly functioning executives, some of whom are head and shoulders above the rest in performance. Assessing what makes that difference, would distill out the leadership competencies. Such competencies as a "passion for the business," breakthrough thinking, dedication, sharing skills with others through coaching, can be made part of the training and the criteria for becoming executives, and succession planning.
Determine Future Practices:
One means to advance this program is to assess current and future needs against what sources and research are already out there.
(9.) *Comprehensive Incremental Development Plan
Functional job descriptions, i.e. purpose served v. operational tasks performed, can be developed throughout the organization. As each function is broken down into specific capacities, the best developmental resources can be matched to the capacity.
Having such a plan provides the employee with an added boost at taking initiative in developing his own career. It also cuts costs by finding the most efficient resource to impart training on each capacity.
Each capacity can measured in terms of the behavior change required, a metric which may be common sense, or one which requires the assignment of a value. Individual, group, team, and work unit gains or increments in capacity building can measured as well in terms of the time it takes. This can be a cross measure of the effectiveness of the resources, including media, self-paced, and live trainers.