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Average length of employment : 11 years

Average salary of employees: $50,000

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Were you recognized for meeting or exceeding expectations?		0.0
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Climbers' Joblogs at Qual Serv Associates:

Productity Immprovement

Forty Years of Insight

James N. Gleed -- 2008


I recall a conversation with an acquaintance years ago. At a neighborhood gathering he asked “What do you do?” As I responded that I was a consultant, I can recall the “eye roll” in his brow, as he may have said to himself – Not another one of those!

I’m sure you have heard all the jokes about Lawyers’ and Consultants – I’ll not repeat them. But it does require a comment as to validity. Yes, there are numerous cases where CEO’s, who were in need of help, were disappointed for a variety of reasons; hence the well earned reputation.

There are soo many experiences to convey, issues to divulge and a myriad of useful approaches to explain -- with very little time available for the CEO to digest.

For 10 years I traveled world wide to convey the messages (both Dr. Deming and Phil Crosby) relative to Quality Management – its promises, hope and encouragement. There were those success stories – The USA Baldridge award winners; both domestically and in Europe.

But as the 80’s and 90’s went by I began to observe that the lessons taught were not internalized with the younger generation – as I assumed they would be. It seemed that IT and business fracturing and re-fracturing would dominate the business conversations at work places and Wall Street; especially since the dawn of China and Asian competitiveness.

After I unpacked my pin stripe suits and Faragamo shoes in the early 90’s I stumbled upon an intervention that has proved to be beneficial to clients and rewarding to me – not necessarily a financially benefit for me but rewarding in that three things happened. First, the client and I established a “Conviction” for change – (e.g. a valid measurement of the Cost of Non – Valued activity in the Business). That was eagerly followed by an “Understanding” of the processes and cultural issues that caused the expense. It was no holding back the “Execution” phase that put in place the management plan to reverse the trends and establish a permanent culture that became a – permanent way of doing business – And saving the gains every year!

This rather drawn out explanation is to advocate:

1. That any permanent change in the management system must start at the top and be reflected down the organization deliberately but with patience.

2. Not only does top management have to have a Conviction for change, but it must be cascaded down the organization, by altering the factors that cause a sustained energy, that in turn cause a permanent culture change.

In a brief summary, I believe to jointly have a rewarding experience, we must have a courtship and a evolving relationship (sometimes over 1 year) that has a lot of give and take, where I can be viewed as colleague on your staff -- Normally, the question of compensation should be viewed as a small retainer to assure a commitment to a path and justify any further detailed and rigorous activity on a case by case proposal:

• Clear Project Definitions
• Task, measurements and expected outputs
• Team Measurement to assure gains are retained

That is, I will not work as a Consultant but rather a Change Agent or a Colleague or even better a respected Friend.

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