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What others say about working with Gershon Mader & Quantum Performance Inc
I engaged Gershon in to help raise the performance of the EMEA region at Ciena shortly after the acquisition of Nortel’s MEN division.
Our challenge was to integrate two organizations with different cultures and create a positive, cohesive mindset whilst dealing with complex workforce reductions across multiple European countries.
Gershon worked with us for over a year. The first impact of Gershon’s work was on my leadership team.
Gershon, we finished our quarter (very late last night) and I wanted to share with you the good news: we exceeded our plan for the first time in over a year! This is our first breakthrough 🙂
There is no doubt in my mind this comes from a super motivated team executing together, and the Transformation and Breakthrough Session with you was a key step toward this.
Thanks, for all your support!
In taking up my role, I was faced with both a challenge and the opportunity of having a new leadership team… many of my colleagues had not worked together, were located in different parts of the world and were very focused on their individual areas of the business.
After working with Gershon I can say with conviction the team has strengthened considerably – relationships have developed, communications have become more open and, as a result, trust has deepened.
Some of my many clients – past & present
Thought Leadership & Insights
‘Leadership on a Napkin’ series
Leadership Tip of the Week
My Book: The Power of Strategic Commitment
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About Quantum Performance Inc
Quantum Performance Inc is dedicated to helping your organization and/or team achieve results that are beyond your expectations, by mobilizing and aligning the collective and individual talent, experience, expertise, commitment and passion of your people across all levels, functions and geographies.
The Frozen Middle Didn’t Freeze Itself
/in Communication, Employee Engagement, Organizational Culture, Strategic PlanningThe all-hands meeting ends and the slides go dark. Dozens of mid-level managers shuffle into the hallway, and before the elevator doors close, the verdict is already in. Not spoken loudly, not written anywhere, just present in the slightly-too-long pause before someone says “interesting presentation” and the eye contact that doesn’t quite happen. Up on the executive floor, the CEO is telling his senior team the rollout went well. That gap between what leadership believes happened and what actually happened thirty seconds after the applause is where strategies go to die. They don’t die in the market or because of competition. They die in the hallway. You Don’t Find the Frozen Middle. You Build It. […]