Dreamcast18
09-14-2007, 11:21 AM
I bet the guy belongs to OneCatNoDog's CO crusin' pack! :statiictongue:
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Chrysler gets tips from a Springs consulting firm
The nation’s No. 3 automaker is trying to position itself for a strategic turnaround
By DEBBIE KELLEY (debbie.kelly@gazette.com)
THE GAZETTE
September 13, 2007 - 11:53PM
While most Colorado Springs residents have been reading about the sale of Chrysler, one local business is actively helping the nation’s No. 3 automaker position itself for a turnaround.
Chrysler LLC hired Brian Hall’s leadership development company, which he runs with two partners out of his Colorado Springs home, to implement a training program for 300 top executives.
Hall unveiled the plan in Detroit Aug. 28 and 29 at a summit his company, Impact Leadership Development Group, designed and led.
“Our intent was to create a different experience from previous management meetings. We wanted to engage all participants and get their input on creating the new Chrysler,” said Jeff Evans, organization development consultant for Chrysler LLC. “Impact Leadership brought a fresh perspective and a seasoned team to the project. They partnered with our team to accomplish a very successful event.”
Although Hall’s clients include such global giants as Prudential Financial, AOL, Liz Claiborne Inc. and Abbott Laboratories, a phone call in June from Chrysler’s Detroit headquarters came as a surprise to Hall, president and chief executive of Impact Leadership.
Chrysler executives were mapping out a new strategic direction as the company was poised to be sold, and they wanted to sell managers on how to carry out the plan. Hall’s company surfaced from a referral by one of his New York clients, Pepsi-Cola.
All it took was one meeting with Tom LaSorda, then Chrysler’s chief executive and now co-president, for Hall’s company to add Chrysler to its client roster.
“He asked my philosophy about how to engage the senior leadership in driving a company turnaround. I gave him my thoughts, he liked them, and we went from there,” said Hall, who used to teach leadership and character development at the U.S. Air Force Academy.
“For a small firm from Colorado Springs to be picked to do something of this size and scope is exciting,” he said.
DaimlerChrysler sold the majority of its Chrysler Group to New York-based Cerberus Capital Management LP. The $7.4 billion deal was announced May 14 and finalized Aug. 3. Since then, several management positions have changed, including the chief executive.
Hall hired and led a team of six experts, who devoted six weeks to customizing a program identifying leadership attributes needed to drive Chrysler to success.
“They see themselves as the underdog — they’re the smallest of Detroit’s Big Three. Leaders came in feeling beat up and frustrated. But during the summit, we watched the uncertainty move to hopefulness and confidence,” Hall said.
The goal of the summit, Evans said, was to challenge Chrysler leaders to “face the truth of where we are and how we got here, define the future and commit executives to personal action.”
“The program was just the beginning of an ongoing project to change the culture of Chrysler,” Evans said. “Previous events had a ‘wow’ factor — they were inspiring but mostly focused on top-down communication. Each individual at the summit had a voice that was heard. Everyone left with a personal commitment to make changes and engage their teams.”
Many large businesses have corporate universities where employees are trained in business skills, time management and communication techniques, but Hall zeroes in on developing leadership traits on three levels: individual, team and organizational.
“We’d like to see the whole culture of Chrysler leadership shift to personal ownership and more accountability in the drive for results. Employees are fatigued — they’ve been through so much turmoil and chaos. But this isn’t a wait-andsee time. This company has to be made viable,” Hall said.
If Chrysler develops a business environment free of turf wars and one that asks “how can I help,” Hall said he thinks the company will succeed.
“They need to capitalize on being forward-thinking,” he said. “If they can combine the voice of the customer with environmental factors, such as better fuel economy, and their pattern of innovation, with past developments such as the minivan, the Ram, the Prowler, they’ll do well.”
Hall said his work with Chrysler has the potential to develop into a multimillion-dollar contract.
He’s creating a strategy to extend to the company’s entire work force of 80,000.
http://www.gazette.com/articles/chrysler_27236___article.html/hall_leadership.html
__________________________________________________ _________
Chrysler gets tips from a Springs consulting firm
The nation’s No. 3 automaker is trying to position itself for a strategic turnaround
By DEBBIE KELLEY (debbie.kelly@gazette.com)
THE GAZETTE
September 13, 2007 - 11:53PM
While most Colorado Springs residents have been reading about the sale of Chrysler, one local business is actively helping the nation’s No. 3 automaker position itself for a turnaround.
Chrysler LLC hired Brian Hall’s leadership development company, which he runs with two partners out of his Colorado Springs home, to implement a training program for 300 top executives.
Hall unveiled the plan in Detroit Aug. 28 and 29 at a summit his company, Impact Leadership Development Group, designed and led.
“Our intent was to create a different experience from previous management meetings. We wanted to engage all participants and get their input on creating the new Chrysler,” said Jeff Evans, organization development consultant for Chrysler LLC. “Impact Leadership brought a fresh perspective and a seasoned team to the project. They partnered with our team to accomplish a very successful event.”
Although Hall’s clients include such global giants as Prudential Financial, AOL, Liz Claiborne Inc. and Abbott Laboratories, a phone call in June from Chrysler’s Detroit headquarters came as a surprise to Hall, president and chief executive of Impact Leadership.
Chrysler executives were mapping out a new strategic direction as the company was poised to be sold, and they wanted to sell managers on how to carry out the plan. Hall’s company surfaced from a referral by one of his New York clients, Pepsi-Cola.
All it took was one meeting with Tom LaSorda, then Chrysler’s chief executive and now co-president, for Hall’s company to add Chrysler to its client roster.
“He asked my philosophy about how to engage the senior leadership in driving a company turnaround. I gave him my thoughts, he liked them, and we went from there,” said Hall, who used to teach leadership and character development at the U.S. Air Force Academy.
“For a small firm from Colorado Springs to be picked to do something of this size and scope is exciting,” he said.
DaimlerChrysler sold the majority of its Chrysler Group to New York-based Cerberus Capital Management LP. The $7.4 billion deal was announced May 14 and finalized Aug. 3. Since then, several management positions have changed, including the chief executive.
Hall hired and led a team of six experts, who devoted six weeks to customizing a program identifying leadership attributes needed to drive Chrysler to success.
“They see themselves as the underdog — they’re the smallest of Detroit’s Big Three. Leaders came in feeling beat up and frustrated. But during the summit, we watched the uncertainty move to hopefulness and confidence,” Hall said.
The goal of the summit, Evans said, was to challenge Chrysler leaders to “face the truth of where we are and how we got here, define the future and commit executives to personal action.”
“The program was just the beginning of an ongoing project to change the culture of Chrysler,” Evans said. “Previous events had a ‘wow’ factor — they were inspiring but mostly focused on top-down communication. Each individual at the summit had a voice that was heard. Everyone left with a personal commitment to make changes and engage their teams.”
Many large businesses have corporate universities where employees are trained in business skills, time management and communication techniques, but Hall zeroes in on developing leadership traits on three levels: individual, team and organizational.
“We’d like to see the whole culture of Chrysler leadership shift to personal ownership and more accountability in the drive for results. Employees are fatigued — they’ve been through so much turmoil and chaos. But this isn’t a wait-andsee time. This company has to be made viable,” Hall said.
If Chrysler develops a business environment free of turf wars and one that asks “how can I help,” Hall said he thinks the company will succeed.
“They need to capitalize on being forward-thinking,” he said. “If they can combine the voice of the customer with environmental factors, such as better fuel economy, and their pattern of innovation, with past developments such as the minivan, the Ram, the Prowler, they’ll do well.”
Hall said his work with Chrysler has the potential to develop into a multimillion-dollar contract.
He’s creating a strategy to extend to the company’s entire work force of 80,000.
http://www.gazette.com/articles/chrysler_27236___article.html/hall_leadership.html