Powerful relationships that endure.  Our clients. Ourselves.

Developing Culture, Developing Leadership

Connect with colleagues and clients past transactional relationships.

  • navigate complex issues better
  • foster deeper trust
  • superior employee retention

This is developmental leadership and culture,  growing your people and your organization.


Growing your people grows your business

Contemporary careers require complex interactions which demand abilities that exceed the technical professional skills for which employees are often trained. These complex abilities can be defined in terms of leadership and self-awareness.  We can help you accurately define and target these abilities in order to develop your people so that they maximize theirs as a colleague, leader, and client. We help your employees develop skill sets beyond their technical expertise so they can effectively integrate with the needs of your organization as well as your client organizations.

We unlock organizational potential by developing new and current talent to deal successfully with the increasing complexity of today’s dynamically changing workplace and market environment.

 We do this by focusing on the following areas:

  • Interview management
  • Culture development
  • Job and skills training / Collaborative and cross-functional ways of working
  • Job satisfaction planning

Interview Management

We re-engineer the interviewing process to identify talent most appropriate for your organization. Our interview process starts by interviewing those who manage hiring. We dive deeper to examine what you are hiring for, looking for insights into needs and interests that are often overlooked.  Once a candidate is identified, we institute a 360° discussion to determine the candidate’s self-awareness, growth potential, and leadership potential in addition to their job specific skills. 

When hiring a senior candidate, we recommend more substantial investment of resources that includes conducting a Subject/Object interview to evaluate increasing layers of self-awareness, emotional development and leadership potential.

Culture Development

We practice Developmental Culture technique to define how the organization’s culture creates an impact on each individual’s development. This technique also focuses on developing and integrating highly complex people skills with job skills. This results in significant impacts on leadership growth within the organization.  Developmental culture is a key element that drives learning organizations and high performance teams.

Jobs and Skills Training: Identifying and Coaching for Collaborative and Cross-functional Ways of Working

There are specific skills relevant to each job, which must be identified before they can be effectively trained to the employee’s target skill set.  In the course of developing Jobs and Skills Training modules, we ask the following questions with regard to prospective hires in order to clearly map expectations and set objectives:

  • What specific skills must be accounted for in order to ensure smooth business operations?
  • How does these specific skills ensure the success of the candidate as an employee and a colleague?
  • What are the ancillary skills required for a hire to be successful?
  • In addition to excellent operational skills that a candidate may bring to the job, how effective are they at working with or managing others?
  • How do candidates handle stress, conflict, and prioritizing competing needs that may or may not be related?

In addition to qualifying candidates according to these criteria, we also help your current employee base improve across this spectrum. We use the Immunity to Change process to help each person accelerate his or her leadership skills. We strongly emphasize increasing self-awareness and interpersonal awareness throughout this program.

As part of the coaching process for collaborative and cross-functional ways of working, we help you assess how well your group currently works together, and then use this baseline to define what good looks like, and in what steps your group can achieve new norms of behavior that improve organizational interactions that support profitability.

Job Satisfaction Planning

Organizations that perform well on job satisfaction surveys tend to perform better in the marketplace. * The practice of job satisfaction planning by senior leadership provides employees with a level of emotional motivation to perform that compensation cannot in itself effectively deliver. In addition, job satisfaction reduces turnover and conserves financial and time resources that would be spent when back-filling open positions due to employee attrition.

Well developed job satisfaction initiatives create an ownership commitment to the company on the part of the satisfied employee, and are essential drivers for high performing teams.

The overall process of selecting high performing candidates and training them along with current employees to work as integrated, motivated teams increases productivity and retention. It also increases the satisfaction employees experience in being able to achieve their full potential.

*Danica Bakotić (2016) Relationship between job satisfaction and organisational performance, Economic Research-Ekonomska Istraživanja, 29:1, 118-130, DOI: 10.1080/1331677X.2016.1163946

Detailed analysis showed that the connection between job satisfaction and organizational performance is stronger than the connection between organizational performance and job satisfaction. It could be stated that job satisfaction determines organizational performance, rather than organizational performance determining job satisfaction.

*Saarce Elsye Hatane. (2015) Employee Satisfaction and Performance as Intervening Variables of Learning Organization on Financial Performance

Employee satisfaction and employee performance positively affect the relationship of the learning organization to financial performance.

Selected Project Highlights

  • Lead role in developing creative team to rebrand Endust, integrating management with marketing strategies.
  • Culture consultant for BBDO. Worked with the Chief Planning Officer on eliminating the silo effect between different departments of the advertising agency. Developed communication strategy between production, accounts, planning and creative departments to improve integrated service to existing clients, as well as for integrating work for new business pitches.
  • Individual and team coach: management consultant firm Crowe Horwath.  Helped team develop individual roles, communication strategies for increased revenue, both with new and existing clients.
  • Organizational development consultation. Building developmental culture for the law firm goodcounsel in Chicago, IL.   Coaching and consultation include coaching law firm principal,  interviewing and hiring attorneys and practice manager.  The consultation continued with the firm wide participation of the Immunity to Change process.

Recent Clients

Jeremy Gershfeld, New York, NY 2014


For twenty years, I performed professionally as a classical violinist and violist;  for the past ten years I have progressively transitioned to Organizational Development and Executive coaching.  I have a breadth of project experience, including facilitating performance improvement for executive teams and its members, all centered around the fundamental issues of communication, emotional intelligence, as well as the psychological and cognitive processes of problem solving. My experience, thinking and hands-on work in this area have been well received by clients in both the manufacturing sector as well as the professional services sector.  I translated my teaching and performing expertise into a sensory based learning experience to drive insights for effective business and team building strategy called The Quartet Approach - a facilitated workshop which I use to work with clients to bring better communication to their business process and operating culture.  When participants begin to understand the transformative experience of how chemistry and leadership can build between rehearsing musicians, they start to apply this metaphor to their own work.  I have taken these experiences from The Quartet Approach, and brought them to my work as a consultant and coach for developing culture.   I continued this transition from professional musician to social scientist and management consultant in 2015 with an advanced degree in Organizational Design and Leadership with a comprehensive certificate in Evidence Based Coaching. Using the Subject Object Interview and Immunity to Change process (curriculum originating from Robert Kegan et al, Harvard University) , I consult to build Developmental Culture within organizations. In the last number of years, I have also donated pro bono time, working as a Mediator with the Center for Conflict Resolution.