CORPORATE PROFILE

Our uncommon clarity enables us to help our client organizations make decisive improvements in their direction and performance. Drawing on our 60 years combined experience, they discover novel ways to develop their unique mosaic of organizational elements to get the results they seek. 

Consistently delivering on our commitments to our clients has resulted in high levels of trust and long-term relationships with a wide variety of businesses. These include Fortune 500 and start-up, high tech and pharmaceutical, national and international companies.

We have assisted thousands of leaders and their organizations in enhancing overall effectiveness. What is unique includes the fineness with which we have mastered the critical factors, both subtle and obvious, for assisting our clients in reaching or exceeding their desired results. Asking the right questions enables our clients to focus on root causes rather than energy-sapping symptoms. We add extensive experience with a full array of consulting tools and perspectives to develop customized support for all aspects of organizational effectiveness.  We catalyze improvements in sales, customer relations, and organizational effectiveness by powerfully teaching executives, individuals and teams how to take healthy responsibility and leap forward in communication, innovation and implementation.  We enable clarity.  You relax into sustained performance. 

Partial List of Fortune 500 and other Clients: AT&T Bell Laboratories, Lucent Technologies, General Electric,  Cisco Systems, World Bank, IBM, Los Alamos National Labs, STV, DoubleClick, Skidmore Owings & Merrill, StorageTek, NeXstar Pharmaceuticals, Paradyne, Proligo.

Services: Our consulting practice has provided a wide range of services to our clients encompassing most facets of enhancing organizational performance, including:

• Customer Relations (internal and external)
• Sales
• High Performing Team Development
• Executive Coaching
• Employee Retention
• Leadership Development
• Establishing organizational cultures that facilitate sustained high performance
• Conflict Management
• Communications Systems and Skills
• Reward Systems & Performance Management
• Executive & Virtual Team Development and Coaching
• Strategic Planning
• Organizational Needs Assessment
• Facilitating meetings
• Mergers and other times of transition (e.g. changes in top management)
• Creating new businesses and/or restructuring existing ones

Skidmore, Owings & Merrill, New York and Washington D.C., 2003 - present

Co-Lead Management Consultant

• Leadership development

• Executive coaching

• Performance management system re-design

StorageTek, Colorado, 2000 - 2002

Co-Lead Management Consultant, Executive Coaching and Team Development

• Assisted a Vice President in greatly increasing both performance and perceived credibility

• Improved the productivity of a large department, first working with the executive team and then cascading skills and tools throughout the entire organization  that had a significantly positive impact on overall productivity, including 100% Responsibility and the Enneagram

• Conducted needs analysis and facilitated team-building activities for a high-level team

• Executive coaching

Los Alamos National Labs, New Mexico, 2002 - 2003

Executive Coach

• Assisted in significantly improving leadership competencies and overall team functioning

DoubleClick, Colorado, 2002 - 2003

Executive Coach

• Improved the ability of a Vice President to increase overall performance while building more effective relationships with peers and direct reports

STV., New York, 2001

Crisis Consultant immediately following the events of September 11th, 2001

• Assisted organizational members in dealing with traumatic stress

• Worked with top leaders to develop a plan for moving forward during this time of severe crisis

Corporate Coach University International, 1999 – present
Faculty and Mentor Coach

• Introduced systems thinking and other unique perspectives into course curriculum, broadening the education and potential impact of a large number of corporate coaches. 
• Developed and delivered the first coaching training delivered in an intensive, live format
• Coaches have given consistent feedback about the significant impact of these courses on their overall effectiveness; many report that these were the most powerful and useful courses they have taken. 

Friends School , Colorado,  1994 – Present
Assisted this educational organization in major restructuring as well as ongoing training and support

• Over multiple years of management consulting and executive coaching, helped develop the overall organizational structure as well as processes such as prioritization and decision-making. 
• This work has resulted in improved employee morale and retention, more productive meetings, and in the Director and staff working together more effectively in providing services. 
• The school has doubled in size, and has gone from a shortage of students to having an ongoing waiting list.

NeXstar Pharmaceuticals, Colorado and California, 1995 – 1997
Co-Lead Management Consultant for this newly merged pharmaceutical company

• Assisted in the blending of the strongest aspects of each culture into a new integrated culture while minimizing the impact of uncertainty such as the loss of key employees and demoralization. 
• Significantly increased the functioning of a wide range of project teams and departments. 
• Provided coaching and support for the top executive team. Increased leadership skills of many individual managers through ongoing executive coaching.

Keystone Center, Colorado 1997 - 1998
Co-Lead Management Consultant

• The CEO of this international public policy organization came into a difficult situation as the external, unknown candidate who was chosen over a very popular and well-positioned internal candidate.
• As management consultant, assisted client organization in restructuring their entire organizational culture, developing a new organizational plan, redefining their relationship with their Board, building ownership for success of the organization among all employees, and developing an effective reward system.

Executive Coaching, 1984 – present
Executive Coach for top-level and mid-level leaders and managers in multiple organizations

• For example, assisted a CEO through a difficult transition period, repairing lost credibility that had greatly hindered his ability to effectively lead, 1998 - 2000

Top-level Executive Team Development, 1994 -Present
Lead and Co-Lead Consultants for top-level executive teams in multiple organizations

Team Development and Coaching, 1994 – Present  
Assisted a large number of corporate teams (including cross-functional teams in multiple locations) in creating internal cultures energized by collaboration and partnership, and in becoming more efficient and effective

• Many teams have reported profound and lasting positive impact. 

Training Programs, 1984 - present
Developed and conducted training programs in a variety of areas

• Areas of training include leadership development, employee retention and customer service, team building skills, innovation and creativity, application of the Enneagram typing system to businesses, diversity training, sexual harassment, a customized application of the Dialogue Process, and a powerful tool for developing individual and collective responsibility for results called 100% Responsibility.

Associate, Crisis Management International, Inc., Atlanta GA, 1999 – present
Corporate Crisis Intervention and Corporate Threat of Violence Intervention

EDUCATION, AFFILIATIONS AND CERTIFICATION

• 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
• Master Certified Coach, International Coach Federation
• Certified Business Coach, Corporate Coach University International
• Licensed Psychologist, State of Colorado
• Chartered Psychologist, Province in Alberta
• Certified Enneagram Teacher, The Enneagram Institute
• Certified Facilitator, The Coaching Clinic
• Associate, Crisis Management International, Inc. (Corporate Crisis Intervention and Corporate Threat of Violence Intervention) 
• Board Member, United Foundation for Research in Personality

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.

SELECTED EXPERIENCES: Psychology/Management 

Private Practice, Tennessee, Massachusetts, Arizona, Colorado 1981 - Present
Clinical Psychologist

• Individual, couple, group and family therapy; psychological assessment; substance abuse; underachievement.

American Biodyne, Colorado Springs CO, 1989 - 1991
Center Director/Clinical Director

• Clinical operations manager for Southern Colorado (serving 60,000 members) with responsibilities including external/internal systems, quality assurance, utilization review, personnel, hospital utilization, and budgetary compliance

American Biodyne, Phoenix AZ, 1989 
Staff Clinician

George Peabody College of Vanderbilt University, Nashville TN, 1983 - 1985
Adjunct Faculty, Department of Human Development Counseling

Columbia Area Mental Health Center, Columbia TN, 1981 - 1984
Staff Psychologist

Human Development Associates, Nashville TN , 1979 - 1980
Psychological Examiner

Ithaca Alpha House Center, Trumansburg NY, 1974 - 1976
Staff Therapist/Assistant Director, Residential Facility

Main Line, Ithaca NY, 1973 - 1975
Counselor and Trainer, July 1973 – August 1975
 

SELECTED PUBLICATIONS

• Rothaizer, J. M. What is an adequate knowledge base for clinical psychology? American Psychologist, 1979, 34, 717-719
• Rothaizer, J. M. A typological study of substance abusers using the MMPI. Journal of Clinical Psychology, 1980, 36, 1019-1021
• Rothaizer, J. M. Mental patients' access to their records: Fact and fiction.  Bulletin of the American Academy of Forensic Psychologists, 1982, 3, 1-2
• Rothaizer, J. M. The art and power of positioning. The Arizona Light, 1989, II(5), 7
• Rothaizer, J. M. Relationship insight: The illusion of the distancer and the pursuer. The Arizona Light, 1989, II(7), 13.
• Rothaizer, J. M. Motivation and frustration. The Arizona Light, 1989, II(8), 18
• Rothaizer, J. M. All rules are excuses. The Arizona Light, 1989, II(9), 12
• Rothaizer, J. M. What’s the point? Freedom, bondage, and the enneagram. Enneagram Monthly, 1997, 3(4), 1, 16-18

(click here for a more expansive professional vitae) - not updated for quite some time

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