C L E A R
I M P A C T
Consulting
Group, Inc.
Dr.
Joel M. Rothaizer, CEO
joel@clear-impact.com
BIO
Dr. Joel M. Rothaizer is an
executive coach and organizational consultant with extensive training and over
25 years experience in understanding the functioning of both organizations and
the people within them. With offices in Boulder, Colorado and Edmonton, Alberta,
his focus is on leadership development, executive coaching and
team/organizational development. He assists leaders in finding styles that are
more successful, authentic, and energizing. He assists teams and organizations
in creating internal cultures vitalized by collaboration and partnership, with
increased productivity and creativity and a greater sense of effortlessness and
flow.
His clients say that he’s
particularly adept at assisting them towards greater effectiveness,
productivity, creativity, and fulfillment by releasing unproductive agitation,
identifying and removing barriers, learning new skills, and accessing their
deeper wisdom. They become more passionately engaged in their work without
bringing unhealthy baggage along for the ride. They find themselves more
effective while taking things less personally, with an abundance of freed-up
energy that allows them the clarity to better express their inner values and
talents. They say that they are better able to listen and truly connect with
others, and better able to create the conditions for improved team functioning,
employee productivity, and employee retention. They also say that he’s
particularly good at working with who they are and in working from their
strengths.
A Licensed Psychologist and
Certified Business Coach with a strong systems orientation, he is also on the
faculty of Corporate Coach University and a certified facilitator of The
Coaching Clinic, a program that trains managers and leaders in using coaching
technology to increase their effectiveness.
Joel assists his clients in
focusing on root causes rather than on energy-sapping symptoms, and in
discovering unique and elegant solutions to seemingly complex problems. His
clients have included AT&T Bell Laboratories, General Electric, IBM, STV, Los
Alamos National Labs, DoubleClick, StorageTek, Skidmore Owings & Merrill, NeXstar Pharmaceuticals, Norgren,
Paradyne, and Proligo. An acknowledged expert in the use of the Enneagram, he
has also published numerous articles, conducted systems trainings at a national
level, and was featured in a publication on executive coaching.
Trained in both corporate crisis
intervention and traumatic stress reduction, he worked with several New York
City organizations severely impacted by the events of September 11th.
The International Coach Federation has designated him as a Master Certified
Coach.
EDUCATION, AFFILIATIONS AND CERTIFICATION
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Master Certified Coach, International Coach Federation
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Certified Business Coach, Corporate Coach University International
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Licensed Psychologist, State of Colorado
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Chartered Psychologist, Province of Alberta
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Certified Enneagram Teacher, Riso-Hudson Enneagram Institute
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Professional Member, International Enneagram Association
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Certified Facilitator, The Coaching Clinic
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Professional Mentor Coach
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Associate, Crisis Management International, Inc. (Corporate Crisis Intervention
and Corporate Threat of Violence Intervention)
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National Register of Health Service Providers in Psychology
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Ph.D., Clinical/Community Psychology, Peabody College of Vanderbilt University,
1981
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M.S., Clinical Psychology, University of Wisconsin, Oshkosh WI, 1978
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B.A., Mathematics and Philosophy, Cornell University, 1974
SOME OF OUR GUIDING PRINCIPLES
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Our clients value our long-term collaborative relationships with them.
Trust is central to our ability to work together productively.
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The ability to draw on expertise and wisdom by stepping back and asking
the right questions is the hallmark of a learning organization as well
as of an effective consulting group.
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The organizational culture can be aligned in a way that maximizes productivity
and effectiveness. However, trying to achieve goals without addressing
organizational culture leads to an inefficient use of resources, including
chasing symptoms and missing root causes.
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Some surveys suggest that close to 90% of the work force are either causing
problems or just looking to get a paycheck. It’s a mistake to believe that
well-crafted mission statements, increased salary, benefits, or other perks
will change that. Employees need to feel that they are making a difference,
and that they are valued and appreciated. A focus on employee satisfaction
that’s integrated into bottom-line results is therefore crucial.
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We understand that leadership/executive development needs to start with
results, and the competencies needed for success on the job. We also understand
that leadership development is beneficial for everyone in the organization.
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Training by itself is ineffective unless it is directly linked to performance
on the job.
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It is critical for managers to understand that they can be effective coaches
without sacrificing commitment to bottom-line results.
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Talented employees may join a company for a variety of reasons (including
financial incentives, stock options, etc.) but research has demonstrated
that a major factor in how long they stay and in their overall productivity
is their relationship with their immediate supervisor. Managers need to
develop skills and awareness in employee retention.
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It is imperative for individuals and teams within organizations to learn
to communicate in ways that reflect taking healthy responsibility for organizational
results. Blame, resentment, and other such reflections of unhealthy responsibility
sap energy and impair productivity. We have learned to utilize a powerful
tool to teach individuals and teams how to take healthy responsibility.
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Leaders and other organizational members, both individually and as teams,
often have the best of intentions yet find themselves getting in their
own way. We know how to assist people, individually and collectively, in
dissolving barriers that interfere with having fulfilling work lives and
successful work outcomes. We have developed mastery with a variety of tools,
including the Enneagram and the MBTI, which assist in this exploration.
These tools also allow the value of diversity to really come alive.
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We understand that too much time is usually placed on analysis and diagnosis,
and too little on implementation.
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Agitation and struggle are poisonous to organizational culture. The ability
to relax in the act of getting the job done, including strategically stepping
back at times, is critical.
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Organizational cultures need to increase their flexibility, agility, and
responsiveness to change.
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Our backgrounds include extensive training and experience in understanding
the functioning of both organizations and the people within them. It is
the combination of the two that leads to our effectiveness.
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Building/strengthening high-performance teams requires attention to a large
number of factors, including clear and well-defined leadership, working
agreements, well-defined yet flexible roles, a common definition of mission
and purpose, and organizational support.
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Authenticity, integrity and credibility are crucial leadership qualities.
They are also crucial qualities of a sustainable, successful organization
that have not been adequately addressed by many companies.
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An organization can’t play by the old paradigms and still survive.
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Great consulting must go beyond the flavor-of-the-month bandwagon (and
assist the client in going beyond the flavor-of-the-month).
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Listening and communicating are arts that require more than cursory courses.
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It is important to ensure that the reward systems and performance evaluation
are aligned with organizational strategies and goals. It is particularly
important to pay attention to the informal reward system and accountability.
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It is an art to have a company’s expressed mission, vision, and values
come alive. Particular attention needs to be paid to any discrepancies
between what is said and what is lived.
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Awareness of customers, both internal and external, is a critical factor
for success.
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Creativity and innovation are vital in today’s fast-paced and volatile
business climate. Optimal creativity and innovation require spaciousness
and inner relaxation.
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Emotional intelligence, while already an over-used concept, is at least
as important as IQ. One without the other is not just incomplete, but leads
to the breaking down of critical relationships and communication.
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Quality consulting, and any effective initiative, requires consistent evaluation
and re-focusing.
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services
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