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 11^th.  The International Coach Federation has designated him as a Master Certified Coach.

EDUCATION, AFFILIATIONS AND CERTIFICATION

• Master Certified Coach, International Coach Federation
• Certified Business Coach, Corporate Coach University International
• Licensed Psychologist, State of Colorado
• Chartered Psychologist, Province of Alberta
• Certified Enneagram Teacher, Riso-Hudson Enneagram Institute
• Professional Member, International Enneagram Association
• Certified Facilitator, The Coaching Clinic
• Professional Mentor Coach
• Associate, Crisis Management International, Inc. (Corporate Crisis Intervention and Corporate Threat of Violence Intervention) 
• National Register of Health Service Providers in Psychology
• Ph.D., Clinical/Community Psychology, Peabody College of Vanderbilt University, 1981
• M.S., Clinical Psychology, University of Wisconsin, Oshkosh WI, 1978
• B.A., Mathematics and Philosophy, Cornell University, 1974

SOME OF OUR GUIDING PRINCIPLES

• Our clients value our long-term collaborative relationships with them. Trust is central to our ability to work together productively.
• 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.
• 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. 
• 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.
• 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. 
• Training by itself is ineffective unless it is directly linked to performance on the job.
• It is critical for managers to understand that they can be effective coaches without sacrificing commitment to bottom-line results.
• 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. 
• 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.
• 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.
• We understand that too much time is usually placed on analysis and diagnosis, and too little on implementation.
• 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.
• Organizational cultures need to increase their flexibility, agility, and responsiveness to change. 
• 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. 
• 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. 
• 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. 
• An organization can’t play by the old paradigms and still survive.
• Great consulting must go beyond the flavor-of-the-month bandwagon (and assist the client in going beyond the flavor-of-the-month).
• Listening and communicating are arts that require more than cursory courses.
• 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.
• 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.
• Awareness of customers, both internal and external, is a critical factor for success.
• Creativity and innovation are vital in today’s fast-paced and volatile business climate. Optimal creativity and innovation require spaciousness and inner relaxation.
• 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. 
• Quality consulting, and any effective initiative, requires consistent evaluation and re-focusing.