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With the amount of time that meetings take up, it is crucial to remember that even if you're not in charge, you are accountable for keeping meetings effective and productive. It takes a certain amount of courage to push back on someone else's meeting, and it is unlikely that you'll always be successful. But if it is clear that something has to be in your organization Ron Ashkenas suggests two strategies in his latest Harvard Business Review blog, "Keeping Meetings on Track When You're Not in Charge," which you might want to consider. http://bit.ly/KeepMeetingsOnTrack
Meetings frustrate everyone. There are too many of them, they take too much time, and not enough gets done during and after.
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Many of us are familiar with the concept of "Getting to Yes", but the more difficult challenge is “getting to no”. In this Forbes post Ron Ashkenas and Matthew McCreight discuss how to set priorities – without alienating anyone – when there are conflicting demands on your time or the time of your team.
Sure it’s easier to just say “yes” in the short-term; but taking on an assignment that you don’t have the bandwidth for, or ones that will compromise other key goals, won’t make anyone feel good about you in the long run – and it won’t help your organization achieve its goals. That’s why “getting to no” is such a critical challenge to master.
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Just in time for your New Year's resolution, Harvard Business Review Press – in conjunction with Audible.com – has released an audio version of Ron Ashkenas' book, Simply Effective:  How to Cut Through Complexity in Your Organization and Get Things Done. So, if one of your goals for 2016 is to help your organization to "simplify", this might be an easy way to learn about some well-tested tools and frameworks for how to proceed.
This book is a must-read resource for managers looking to improve performance by simplifying structures, processes, products, and leadership behaviors. Complexity is a key issue for most organizations around the world in today's economy. "This book offers profound, insightful, ...
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As executives try to keep up with new competitors or business trends, employees often feel pulled in different directions. In his latest Harvard Business Review blog, "To Lead Change, Explain the Context,"  Ron Ashkenas explains how to keep people energized and willing to adjust by explaining how the current focus connects with or builds upon the last set of strategic directions and imperatives.
Don't risk resistance and burnout in your employees – to keep people energized and willing to adjust, help them understand how the current focus connects with or builds upon the last set of strategic directions and imperatives. People need to know how to connect the dots, not because they don’t want to follow the next new program, but because they want to make sure that their energy expenditure will be worthwhile and that it will lead somewhere p...
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Should your innovation team work more like an ant colony? Ron Ashkenas and Markus Spiegel think so. In their latest Harvard Business Review blog post, "Your Innovation Team Shouldn’t Run Like a Well-Oiled Machine," they explain why ants are a successful model and how leaders can create the conditions to help their innovation teams thrive.
http://bit.ly/Innovation-Ant-Style
Should your innovation team work more like an ant colony? Latest research by Ron Ashkenas and Markus Spiegel says yes. Learn why ants are a successful innovation model and how leaders can create the conditions to help their innovation teams thrive.
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How does it feel when you’re told that you need a coach, whether it’s your boss or someone else? For many managers it feels like a kick in the gut, but it is really an endorsement that the company is willing to invest in you. Work through your feelings in order to have a positive experience with your new coach. Learn how in Ron Ashkenas' new post on Forbes online: How To Overcome Your Resistance To Coaching.
Everyone has something to learn, no matter how successful they’ve been in the past and how much potential they have for the future. Coaching is an investment, not a punishment.
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A personal reflection from Ron Ashkenas on the Havard Business Review blog
According to Gallup research, 55% of people in the U.S. define themselves by their job. That can make career transitions quite emotional. If you want to ensure that you’ll succeed, emotionally and professionally, here are two steps that you can take.
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Human Resources (HR) people have four roles: administrative expert, employee advocate, strategic business partner, and change agent. In some cases, an HR person specializes in just one of these roles, but others may switch back and forth between the roles. When it isn’t clear which role is being played at a particular time and why, managers become confused and then blame HR for not providing effective support. Learn how to help your HR people understand which role you want them to play in Ron Ashkenas' new blog post on Forbes.com, "Three Reasons Why Managers And HR Don't Get Along."
Human Resources (HR) people have four roles: administrative expert, employee advocate, strategic business partner, and change agent. In some cases, an HR person specializes in just one of these roles, but others may switch back and forth. When it isn’t clear which role is being played at a particular time and why, managers become confused and then blame HR for not providing effective support.
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Schaffer Consulting Webinar Brought Real-World Insights on Driving Innovation Results. Schaffer's "Going for Gold" Webinar, now available for replay online, delivered new insights into how companies innovate - PR12519885
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A new article from Robert Schaffer and Jonathan Stearn, published in Business Horizons
Using the Rapid Results Approach for management development is successful because the fun of evolving new approaches and the reinforcement of success produce managers who are in turn more ready to try their hands at additional, even tougher goals.
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Please join us at our interactive webinar on November 17.
Schaffer Consulting invites you to be part of an interactive webinar on November 17 at 11:00 ET to discuss the results of our recent innovation survey and implications for innovation leaders. Learn about the four conditions that power innovation; Discover what innovation leaders do differently ...
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If your most trusted people are spread too thin, they won’t accomplish all that much. Learn how to expand your talent pool to get the actual results you want by reading the latest Forbes blog by Ron Ashkenas: To Get Things Done Look Beyond 'The Usual Suspects'. 
If your most trusted people are spread too thin, they won’t accomplish all that much. Learn how to expand your talent pool to get the actual results you want.
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Have them in circles
47 people
Sports & Business Consulting's profile photo
Rod Silva's profile photo
Melissa Gragg's profile photo
Barbara Fowler's profile photo
Columbus McKinnon's profile photo
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Jordan Brimer's profile photo
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Schaffer Consulting: Real Results, Real Fast
Introduction

Schaffer Consulting has been a leader in the development and practice of organizational and cultural change for 50 years. Here are a few of the many Schaffer Consulting pioneering innovations:

  • We created the "Rapid Results" approach in which short-term, results-producing "Breakthrough projects" serve as the vehicles for accelerating change.
  • As a member of the original team, we helped General Electric develop the WorkOut methodology and co-authored the authoritative text on WorkOut.
  • We pioneered in making the integration of acquired companies an organized process rather than an improvisation.
  • Working with the World Bank and other global aid organizations, we have introduced the Rapid Results Approach in developing countries to achieve vital tasks and empower community participants.
  • To advance this breakthrough approach in international development we created the Rapid Results Institute, a non-profit corporation, and support it with time and funds.