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Consultation

Consulting Support and Services

Subsequent to the OAD Seminar consultancy support is provided to all seminar participants and client companies to help implement the information learned and ensure the proper usage of the OAD Survey.

Additionally, consultancy support is provided on a retainer and/or billable basis. We have extensive expertise in:
* Organization development and design/structure
* Succession planning/Career pathing
* Coaching
* Sales management
* Human resource management
* Intervention and facilitation
Contact Paul Chadwick, Managing Partner, at pchadwick@oadllc.com or 262-369-0987.

Organization Behavior

OAD measures work temperaments and behaviors both individually and collectively. In addition to discovering individual work styles, motivating needs, and aptitudes the Survey maps the overall personality—the corporate culture and subcultures of an organization. This information provides executives with a diagram of present realities and a road map to identify needed proficiencies, manage change, dismantle bottlenecks, and create clear and executable actions.
Our seminars and programs determine how temperaments and behaviors affect organization structure—power relationships, team relationships, task execution, and reward systems. In the largest scenario OAD helps to identify cultures and temperaments that can execute the organization’s tactical and strategic plans.
Marginal performance, turnover, and the costs of hiring and training are estimated by the U.S. Department of Labor to be between 40 and 70% of the individual’s gross pay and benefits. Consider that a poor sales representative not only can’t close, but also “poisons” a territory for a successor. A poor executive not only creates turnover (often the best people leave first), but also creates confusion and disharmony, and can bottleneck or derail a business/strategic plan that cost years and millions to develop.
SHRM, The Society for Human Resource Management, estimates that the average cost of turnover for most organizations is at least 1 ½ times salary and benefits.

Leadership

Anyone who supervises the work of others is a leader. While spans of control differ and the nature of tasks range from the very concrete to the abstract, leadership styles create cultures, attitudes, and behaviors that either promote success or create obstacles. Our seminars identify the various leadership styles of your people:
  • How to identify and develop potential leaders
  • When and where they are likely to be the most effective

  • How to identify areas in which they are likely to struggle
  • Will they be effective at delegation?
  • Might they have a propensity to micro-manage?
  • How to identify how effective they will they be in holding others accountable
  • Will they be too hard on subordinates?
  • Will they have a tendency to delay or avoid altogether situations that might be confrontational in nature?
  • How to introduce and manage change with various personalities and areas of the organization
  • Where and why empowerment does and does not work

Organization Development

Personalities affect the design and structure of organizations. It is not uncommon for an organization to have structures that actually inhibit or defeat stated plans, strategies, and productivity. Goal ambiguity and working at cross-purposes are the largest drains on efficiency, productivity, and progress.
  • Is there a feeling that your organization is progressing one step forward and two steps back?
  • Does the leadership team understand what stage of development your organization is in?
  • Would your organization benefit from developing a culture of continuity?
  • Is your organization in need of developing a culture of change?
  • Is the main focus of your organization more on strategic vision or tactical execution?
  • Would your organization benefit from having more clarity and structure?
  • Is your organization in need of an injection of a venturesome/risk orientation?
  • How do departments need to be staffed, structured, managed, and compensated?
  • Is communication a strength or a blind spot for your organization?
  • Would your organization benefit from having a culture that built consensus?
  • Is direction given by executive fiat; without the benefit of building consensus or soliciting feedback?
  • Has your organization been able to identify the bottlenecks and the productivity/profit points?
  • Can the leadership team identify where change may be necessary or continuity supported?
  • Can you identify where change may be necessary or continuity supported?
  • Has your organization developed human capital models to initiate, perpetuate, or maintain?