Professional summary

Richard Haviland, founder of Brandywine Organizational Consultants, brings with him an experience of over 25 years in global consulting across North America, Europe, Asia and Latin America. Having served as a Sr. Vice President of Human Resources, he specializes in creating linking strategies, building leadership skills and as an internal coach/change agent.

Mr Haviland has been lauded for his pioneering work in management assessment methods, organizational diagnostics and creating models for employee development, coaching, selection and team performance. He is globally recognized for his coaching by integrating psychometrics, a 360 degree approach and behavior counseling processes.His innovative approach lies in first partnering with his

Engagement overview

Included: consulting services, design and prep work, training or coaching collaterals
Excluded: travel time and expenses, pro-rate travel charge of $750 where air travel is involved
Projects range from one time diagnostic service to several years


• Astra Zeneca
• Nikon
• A-Z Electronic Materials/Merck
• Boehringer-Ingleheim
• National Basketball Association
• Bergquist Company
• Meggitt, PLC
• Mead Corporation
• JPMorgan Chase Bank
• Citizens Bank
• First Citizens Bank
• PECO/Exelon
• Johnson Matthey, Fine Chemicals
• Johnson Matthey, Environmental Technologies
• Johnson Matthey, Noble Metals
• Echo Services
• Intercat
• Memory Corporation
• Horton International
• Heidrick and Struggles
• MEDecision
• Pine Hill Group


You want to present a balance of both. Present your view and understanding of the goals of each team including those that are in anyway shared by more than one team or where inter-dependent effort is essential. Be prepared with the metrics for each goal in case your CEO asks for them.

Based on what you know about each of the 5 teams create a "bullet list" summary of common strengths and impro... Read more


Your situation lends itself to the implementation of the Results and Behaviors Performance and Rewards similar to the one implemented at GE as part of their culture change process. As part of this you will need to develop and communicate a clear competency model that includes descriptions of the behaviors you want. You can also look at the process used at Proctor and Gamble, a best practices com... Read more

What gets measured gets managed so here is a brief checklist for completion of initiatives:
1. establish performance metrics for the entire planned "life time" of implementation
2. have a clear project implementation timeline with key progress points; for each progress point make sure the appropriate people have those progress points reflected in their individual performance goals and rewards
... Read more

An essential discussion to have before trying to put teeth into a behavioral component of performance and rewards is this: if you had a top performer who was a behavioral problem are you prepared to reduce his/her rewards, perhaps even give none? are you prepared to let them know their behaviors limit their career potential? are you prepared, if necessary, to terminate their employment if the prob... Read more

There are a few coaching suggestions I can offer:

1. Remember that each of us judges what we do and say based on what we know our intentions are; those with whom we interact judge what we do and say based largely on their past experiences with us and their interpretation of the most recent interaction. As a result, we have to clearly explain to other what our intentions are including in your cas... Read more


Regardless of gender the matching of a mentor with an employee has to be carefully thought out. In particular, we need to understand the development needs of the employee and the organization's view on that person's "next career step" THEN determine the mentor skills that are most important and select a mentor accordingly. We also need to sure mentors don't see their role as the doctor who pres... Read more

In addition to the sound advice offered by others I suggest that you also do the following:

1. Once you have comparative compensation data from your geographical area and peer businesses, you will want to decide where to position yourself against the median salary range of comparable jobs. Making this decision will require a balance of affordability and what will enable you to attract and retain... Read more

What members of the executive team have made it clear that a falling Net Promoter Score is a critical metric for the organization? Is there a process to trace root cause and take corrective action when Net Promoter Score (or for that matter any declining business metric) falls?

One of the basics of Continuous Improvement is "work together to find root cause, not to place blame" and that princi... Read more

The company can take a candid look at whether they have clearly defined competency models for each level of management. Very often performance track record becomes the over-riding source of promotion decisions. The competency model should address not only the functional knowledge for the particular management position but also the cognitive, interpersonal, leadership and behavioral attributes fo... Read more

You are experiencing one of the many problems that growth creates. One of the contributing factors in the increase of politics during growth is that the balance of power in the organization often shifts as a result. Some individuals and even entire departments feel that the growth is diminishing their power and influence while others experience it for the first time. A basic example: a technol... Read more