Testimonials

"As a result of this work, we have been able to offer an entirely new set of capabilities to our clients, and to make a measurable, positive impact on business results in our client organizations. We have also become a much more capable, and professional, organization, with increased status within Nationwide as a whole. Thanks again for your help, and I look forward to working with you again."

— Burt Hancock, Director, Performance Improvement, Nationwide Insurance

"My organization and I enjoyed working with you in helping us identify significant areas of improvement to our Product Development process and organization. In particular, you helped us understand the key issues within the formal process we follow, as well as in our team structures, and in our culture. You were also instrumental in developing recommended solutions to move us forward. As a result of this work, we have been busy moving ahead with implementation of the recommendations, and our results revitalizing our Product Development process demonstrate the value of the work."

— Vern Liebmann, Vice President, R & D, CR Bard

"I highly valued your very skillfully-facilitated dialogues among our senior leadership. It was from these directed conversations that we were able to reawaken to our valued mission. As we restated that vision, our energy level shifted and accelerated, and we undertook several bold initiatives. The following results are traceable to your work and the work of our team:

  • Sales for 2002 increased by 23.6% over 2001
  • Restructured order fulfillment, saving nearly 50% of production costs
  • Outsourced several processes saving time and money"

— Mike Townshend, President, Career and Life Learning Systems

"Dr. Robb, here are some of the most critical results of our work with you:

  • We developed a clear, shared basis for organizational performance, which all members had an equal say in developing.
  • We are learning to draw on the diverse backgrounds and perspectives within the team to improve project performance.
  • We are learning to leverage differences and diversity as a source of enrichment, learning, and change."

— Steve Wilkins, Chief, New Jersey Dept. of the Judiciary

"I was inspired by the approach you took to find a way to reach people to make the project a success. You did something positive in so many ways, for so many people. I'm sure you touched more people than you could ever imagine. I hope opportunities come your way that will allow you to continue to make meaningful changes for you, and for others."

— Pat Riddell, team member, Fairleigh-Dickinson University

"You did a great job of being objective and being insightful, and being able to be ten steps ahead, because you could see where this was going. I thought you were very insightful a lot of times. You would say some really key things at key points that needed to be said, but in a very non-threatening way and in a very subtle way.

"I remember a specific feeling on my part of like, wow, he really is good. I was saying that in my head. That was so timely that you would say things that needed to be said. It was the right time to say it. It was really good. It was almost like you were so busy being ten steps ahead, and that's probably because you've done this before and you understand your model, and you understand the people part of the equation too. I really did feel that.

"It's fluid, in that you go where it takes you. With the group itself, I don't believe you had any preconceived notions. You were really trying to have people figure things out [for themselves] and just lead them, get them thinking about certain things and not making any assumptions about it. I don't think you ever had any preconceived notions, right from the get go, when there was some disharmony and conflict. Whoever was in the lead in that group would naturally have tended to feel a little put off by that, but you didn't; you immediately tried to accept and understand and just say, "Hey, there's something going on here and it's not about me.

" I thought that lent a lot to the process, because I can see how it would be easy to personalize it [the disharmony and conflict], asking yourself &"Why are they sitting here laughing? Why are they sitting here having a sidebar conversation? Why am I getting this body language?" It would have been easy to personalize it, but you knew it wasn't about you. You knew your role and your job and you stayed there. Having your blueprint kept you focused on what you were trying to do, too. But at the same time, you were fluid. You knew where to pull from as you went along. You knew the right time to introduce the key idea or practice."

— Kathy Obringer, Team Member, NJ Judiciary

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