"What we have to confront in the present workplace is the reluctance to engage in conversations that really invite the creative qualities hidden deep inside each human being"
—David Whyte
Flip is fascinated by what happens when good people bring their individual and collective energy to the workplace. When "who we are" is in alignment with "what we do," we feel a powerful, purposeful connection with others to achieve mission-driven results. When unclear expectations, unspoken assumptions, and unmanaged emotions are the primary drivers, we experience a loss of inner balance and satisfaction, find ourselves in "fault/blame" mode, or lapse into withdrawal/avoidance.
Flip is a student of business culture, and has been inside health care, government, construction, retail, banking, manufacturing, education, and non-profit organizations. A cultural assessment is always a part of his work, so that his interventions are customized to the attributes and goals of each organization. This eliminates the risk of the "one-size-fits-the-people-I-think-it-should" standard application that often leads first to poor buy-in and implementation, and consequently to increased cynicism about consultants. He is no stranger to complex group dynamics, and employs empathy, skilled inquiry, and supportive confrontation to achieve better outcomes.
His work with key leaders is based on their willingness to model appropriate professional vulnerability and to examine their contributions to both problems and solutions. Then, by earning strong trust and rapport, he is able to coach both privately, and when appropriate, in live-action settings. By being able to specify behaviors as they happen, powerful opportunities for change are created.
Frequently Asked Questions
- How do we get started?
Matching: We start with a series of matching conversations to determine your needs and whether this is a good fit. Both sides of the potential relationship need to feel reasonably comfortable to "hang out" professionally. The number of matching conversations depends on the situation — sometimes the investment of multiple contacts pays off in order to get the "going in" right for both parties. There is never a charge for these matching conversations — they are our investment.
Proposal generation/modification/acceptance: Once the match looks like "Yes!" a written proposal is generated (sample available upon request). It contains your goals, the anticipated start and end dates, the organization's project sponsor(s), the goals, methods, logistics, risks, evaluation, value, pricing, and terms. If needed, the proposal is modified, and once it is accepted the scheduling of service delivery begins in earnest, including the co-drafting and organizational distribution of an internal announcement memo, so that all relevant stakeholders have a clear understanding of the project from the beginning.
- What does a typical project include?
Assessment: Since each organization has its unique elements, and the "presenting problem" may have multiple factors, a cultural assessment and problem definition process is performed. First, we generate data and observations through active listening and skillful interviewing that includes structured questions, spontaneous thoughts and intuition to obtain information and experiences from a wide variety of personality styles and communication abilities. Next, the results are synthesized and reported. Sometimes it is appropriate to create two reports — a generalized one for all staff, and a more detailed "warts and all" version for owners or executives. For example, if numerous employees report performance concerns about one of their co-workers, it would not be appropriate to identify that employee by name in a general report, but it would be necessary to have a frank discussion with the senior management.
It is important to note that staff interviews are conducted with "blended confidentiality" — individual comments are not identified. The feedback is woven together in a paraphrased fashion so that team members feel that they can be open.
Application/intervention (requires new proposal): Typically, the assessment process will create a number of recommendations that form the basis for a targeted initiative to begin management, behavioral, and cultural change. This is the "heart" of the method, and involves a combination of the direct application of our consulting, facilitation, and coaching skills. While it is important to create a work plan with some level of detail, it is our consistent experience over time that there is a certain amount of "unfolding" that happens once the project begins, much like the remodeling of a house can uncover additional structural needs. In most cases, specific managerial behaviors and group norms are observed, identified, and supported or challenged as appropriate.
A large-scale change project will generally require an on-site presence of at least a half-day per week on average. Key executives have unlimited phone and e-mail access (because they're too busy to abuse the privilege!). Structured and on-going evaluations are held, and feedback in the spirit of mutual accountability is always encouraged. Every effort is made to accommodate the workplace variables that exist — travel to multiple locations, on-site meetings late at night or early in the morning (in a three-shift environment, for example). The goal is for Business Culture Consultants to be a "temporary business partner" and do what is required, with clear boundaries, to achieve the stated project goals.
- How long does it take?
This modality is where the actual process of management behavioral change is fostered. By creating a "deep container" of trust, individual professional growth is both supported and challenged. Drawing on observed and reported examples, executives increase their awareness, develop new options, practice implementation, and measure impact. By consistently working towards improved patterns of thinking, feeling, and acting, greater results are achieved.
- What is executive coaching?
One reason why millions of organizational dollars are wasted on training programs is the lack of focused follow-through. We've all come out of an excellent workshop saying to ourselves, "Yes, I'm going to incorporate this material into my professional life!" only to experience an astounding evaporation factor over the weeks and months that follow. Generally speaking, we ask our clients to make a commitment of one year — not because we take that long to do the work, but to insure that individuals and teams do not fall back into old patterns.
- How much does it cost?
• Fees are structured by the project, not hourly, and since projects vary by size and scope, fees vary accordingly. The fee is based on the value received, not the time spent, so there is no worry about incurring additional charges for picking up the phone or scheduling an extra meeting. We both do what it takes to meet the goals.
• Fees include all direct expenses: meetings, communication, phone calls, e-mail, faxes, preparation, presentation, reports, materials, travel time (except as noted below), and supplies. No supplemental or ancillary billings unless there is mutual agreement that the project scope or mission needs to change from the original proposal.
• Primary travel expenses of air fare, hotel, and ground transportation for travel beyond reasonable driving distance can be billed at cost or included in the overall pricing. Treatment of travel expenses will be discussed up front and included in the written proposal.
• Payment schedule is clear and negotiated in advance — we each know how invoices will be generated, when payment is expected, and how payments are to be made. Typically, once invoices are presented they are due in the next normal check run (not with terms of thirty days).
• Negotiations over timing of payment can be opened in consideration of an organization's cash flow difficulties as long as advance discussions are held. There are times when it makes sense to go ahead and provide or continue services even though "out-of-the-box" payment terms need to be arranged, in light of specialized situations.