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Dynamic Strategy Business Coaching
Trust
Trust is created when both parties are able to identify (and be completely
up-front about) what they have to offer, what they don’t have to
offer and why they need the strategic alliance partner. If the teams are
trying to use each other, without being fully informed about the realities
and potentials, then each side is going to hold back and struggle for position,
which creates distrust. Mutual respect is key.
Flow
Constant discussion between both parties is essential, through email and
conference calls, as well as receiving input from key sources outside of
the two teams such as from higher management and/or the ultimate consumer/user
of the project. Flow is generated when there is a vacuum--when team members
are thrilled about learning and perfecting instead of just looking good
to each other. Humility and an eagerness to build something awesome is
key.
Reporting
Daily, weekly or regular reports created by a separate/objective agreed upon/appointed
person (called The Reporter) are essential to tracking what is REALLY being
created between the two groups. If you let each team write up their progress,
it will be slanted to look good. If an outsider is writing it up each week
(and managing/tracking the steps of the alliance project), then both teams
are answering to a higher authority. Creativity and experimentation need
help. Structure is key.
Testing
Whatever the outcome is that has been defined, the project needs to be
continually tested to make sure it works in the real world and that the
real world
wants to buy the project/joint venture. Focus groups aren’t
enough; the product needs to be tested with current clients to measure
effectiveness and desirability. In other words, turn current clients into
the groups R&D
Team from the very beginning. Clients are key.
Ground Rules
A list of the agreements, timelines, resources needed and ground rules between
both the teams and the organizations are essential. Issues of confidentiality,
non-performance, deadlines, scope, outputs, ownership rights, worst-case
scenarios, mutual efforts and cost-sharing are wisely developed by the
team members themselves -- this bonds both groups because they can hold
each other to account. (And The Reporter -- referred to elsewhere in this
Top 10 List -- can mediate/track compliance.) A complete understanding
of the ground rules is key.
Measurable
What exactly will be the outputs of the two teams? Who does what? By when?
What are the measures of success? How will both organizations know they
have a winner and that the project should be fast tracked? What are the
tangible benefits? What are the intangible benefits? What will make it
all worthwhile, even if its not going very well? Languaging/articulation
is key.
Vision
The project or alliance needs to be a subset of a larger vision for both
organizations. In other words, both organizations need to be big thinkers
and tuned into current and emerging trends. In fact, the joint project
needs to be designed in such a way that it also makes each firm more progressive
in how it thinks/does business in general, in addition, of course, to whatever
the specific benefits of the project/alliance are.
Seeing something much bigger than the specific outputs of this alliance is
key.
Involvement
Both firms should invite non-team members to join in the project or least
be kept up to date via email. Many great folks don’t have the time
to become directly involved, but their comments/outside views can advance
or ensure the projects success. Alliances/joint projects are like memes and
need to be spread as they are evolving so that folks are aware of them all
along instead of having to buy-in when its fait accompli. Dissemination is
key.
Value Added
The project or strategic alliance must be something that will add value to
the organization ability to serve its customers or the marketplace. The
focus needs to be on the ultimate consumer of the product/project, not
just the organization players. This grass-roots focus is key because it
keeps everyone focused on beyond the politics or organizational limitations.
Faith
Its essential that both parties believe that there IS something much
bigger that can be created by both organizations by working/learning
together.
So, faith in synergy as well as faith in the notion of possibility is a
bare minimum. If people doubt, they hold back key information and don’t
give the project enough juice to help it reach critical mass. Awe is key.
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1996
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Client List
Abracadabra Restoration
Academy of Leadership and The Arts
Andrew Avella
Arizona Audiotronics
Arizona House of Graphics
Arizona Open Land Trust
Asian Institute of Medical Studies
Asian Trade Rug Company
Arrow Land Survey
Daniel H. O'Connell PC
Deed and NoteTraders
ELF Products
Empowering Local Communities
Focus Productions
Gadsden Company
Alex Holland
Jeff Hampton
Hosanna Electric
La Estancia LLC
MB Development
Maribelle Cakery
Pelstar Computers
Prime Home Services
Sonoran Translators
Time & Time Again Antiques
Tres English
Tucson Embroidery & Design
Tucson Networking Association
Unique Upholstery & Design Center
J. Michael Van Alsburg Attorney at Law Phone-520-991-6225
GMP Networks is the leading provider of Symantec Security Solutions in the Southwest United States