Strategic Development

Helping business leaders succeed by empowering them to meet the challenges of building a successful enterprise

Our results focused, research based approach defines clear benefits for an organization with an emphasis on measurable improvement.

Select the options below to learn more about our unique process to improve your organization's performance...

Strategic Development

Exit Planning

Exit your business on your own terms and with less risk

We offer business exit and succession planning services to the owners and senior level executives of closely held and family owned businesses. Our approach brings together highly knowledgeable and ethical professionals from a variety of disciplines, who are dedicated to helping business owners and their advisors plan and execute a successful business exit strategy with less risk for all parties involved.

Legal
Financial
Strategy and Management

We are partnered with Skarlatos and Zonarich, LLP to provide a coordinated solution for strategic, legal, financial and management needs.

Employee Selection

Improve your ability to select and retain the best people

As part of a well structured hiring or promotion process, we can help to dramatically improve overall predictability and success. A good fit for a position is good for everyone and a bad fit is not good for anyone.

A truly objective analysis of an applicant
Behaviorally oriented questions to provide guidance in an interview
Insight as to how to best manage an employee to get productive performance faster
Development suggestions to help the applicant improve performance
Evidence of due diligence in the event of litigation

Employee Engagement Is Still a Goal, Warns Study

An Employee Engagement Report by global consulting firm BlessingWhite indicates that even though most employees express positive feelings about their work, their employers, and their managers, less than one-fifth are fully engaged in their work, according to an announcement regarding the study.

"Engaged employees are not just happy or proud. They are what we call ‘enthused and in gear,' focusing their talents to make a difference in their employer's success," explained Christopher Rice, BlessingWhite president and chief executive. "We found that only 18% of survey respondents had all the pieces of this engagement puzzle in place."

According to the announcement, lack of alignment is a primary reason for so few employees being fully engaged. "For the third year in a row, our results indicate that strategy isn't getting very far out of the boardroom," Rice said, in the announcement. "Although more respondents this year indicated that their organization's strategy is well communicated-41% versus 33% in 2005-only 19% indicated that they believe daily work priorities are linked to a clearly communicated strategy. Our findings suggest that a lot of well-meaning, hard-working employees are spinning their wheels on work that may not matter much to their employers. Sooner or later, their attitude will take a nosedive or they'll burn out."

This year's report also indicated that more than two-thirds of employees do not see visible actions by their employers to increase employee engagement. "We're not suggesting that organizations implement workforce initiatives emblazoned with ‘engagement' in neon letters," said Rice. "There is evidence, however, that if leaders begin talking about engagement or conduct employee engagement surveys, they need to be vigilant in helping their workforce understand what's happening as follow-up."

In addition to these findings, the report includes recommendations for driving organizational clarity, tapping into the self-interests and motivation of individual employees, and helping managers link business imperatives with employee needs, according to the announcement.

www.blessingwhite.com