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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.
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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.
“Agreeing to disagree” is leadership failure
/in Leadership Development, Living Courageously, Organizational Culture, ProductivityHow many times have you sat in a senior team meeting where the conversation went nowhere? The debate gets heated, people defend their positions, personal preferences surface, and when it’s time to reach a conclusion, everyone is exhausted and no closer to an aligned decision. Someone says, “I guess we’ll have to agree to disagree.” And the room nods. Meeting over. On the surface, it sounds civil and respectful. In reality, it’s one of the most damaging phrases in leadership. “Agreeing to disagree” is never an acceptable conclusion. It’s always a collapse. It signals that the team has chosen comfort over courage, ego over ownership, and personal preference over collective responsibility. And the cost is […]