Successful Strategy Execution and Results Through People
Most organizations are underpowered! They aren’t getting the most from their people. The results show it. We prove every day it doesn’t have to be that way. We help leaders:
- Connect their people and teams to their business strategy
- Improve results that their people can control—quality, service, sales, safety, productivity, speed and costs
- Integrate the cultural and technical aspects of change–including lean six sigma–to sustain the improvements we make
- Align their goals, strategy, processes, people and culture to drive results
- Improve results and increase value by better managing communication
Our results are measurable.
- Reduced accidents at a manufacturer by 82 percent
- Increased a global shipper’s revenues by 23 percent while generating a 1,660 percent ROI
- Reduced damage by 65 percent and increased productivity by 16 percent at a large distribution center
- Cut waste by 18 percent at an international baking company
- Decreased cycle time by 74 percent at a building materials company
- Lowered turnover by 27 percent at a consumer goods company
- Improved on-time delivery by 38 per cent in a high tech engineering company
- Reduced turnover by 10 percent at a software engineering company
And on and on….
The Jim Shaffer Group is a team of seasoned advisors devoted to improving strategy execution through strong leaders and engaged people. We help some of the world’s best organizations (and those that want to be among them) get even better. Learn more…
Leading a Major Turnaround
Leading a major organizational and cultural turnaround is never easy. But Jim Shaffer’s advice and experience has been invaluable in helping our leadership team provide proper focus and direction, increase employee engagement and most importantly, take business performance to unprecedented levels.
David Rabuano Vice President of Commercial and Industrial Business, Owens Corning
You Have a Long List of Success Stories
I know you have a long list of success stories and that's why I wanted to make this work. I realize we were not a guinea pig on a "new" idea that you were testing. This has been successful in many other companies and I did not want to be on the side of failure with a proven method.
Mike Warmuth Senior Vice President, Abbott
Help Reducing the Operating Budget
Jim's approach is driven by and leads to real and meaningful business outcomes. One session with Jim provided me with enough ideas to shave 3% from our total operating budget… plus I'm a better communicator.
Mark Weiner CEO, PRIME Research
Targeted Performance Improvements
Jim opened our eyes to the value of managing the operational and people aspects of the business to influence leadership and employee performance. His leadership and counsel on targeted safety, quality and productivity improvement initiatives in our supply chain have delivered results that exceeded anyone's expectations.
Bob Kula Vice President Corporate Communication, Kiewit Corporation
Impeccable Integrity Who Delivers on His Commitments
Jim is one of the most seasoned, wise, and fundamentally decent professionals with whom I have ever worked. The breadth of his experience is truly astonishing, and he has been disciplined in gleaning lessons from his experience. That, in turn, is the source of his considerable wisdom. And if that weren’t enough, he is a man of impeccable integrity, who delivers on his commitments without fail, and is a pleasure to work with.
Laurie Bassi CEO, McBassi & Company
A Trusted Advisor to Me
It didn’t take long to realize that Jim would become a trusted advisor to me. His 30+ years of high level management consulting, especially in the area of change management, are fuel for a wealth of case studies on how communication professionals turned their practices from delivering “stuff” to delivering value.
Kim Robbins Director, Change Management, Pfizer
One of the Most Creative Consultants I’ve Ever Met
I have known and worked with Jim since we were colleagues at Towers Perrin in the 1980s. He is the consummate professional and one of the most creative consultants I've ever met. He has the unique ability to get to the root cause of business problems and to offer solid counsel for their solution. As a business thinker and partner, he has few, if any, peers.
Roger D’Aprix Leader, D’Aprix & Company
The Best When it Comes to Driving Business Results
Jim is the best when it comes to driving real business results. He relentlessly encourages us to focus our work on only the activities that the customer is willing to pay for, and through that, helps eliminate superfluous activities that can bog down communication teams. He uses proven tools and strategies, and he is terrific at teaching his approach to others. He is a very strong partner.
Teresa Paulsen Former Vice President Communications and External Relations, ConAgra Foods
Takes Businesses to Places They Haven’t Been
His original and creative thinking often sheds new light on age-old issues business leaders face, but he is equally adept at using new technologies and ideas to wrestle with some of today's unique business challenges. Jim's years of experience in consulting to some of the top global corporations have cemented his ability to take businesses places they haven't been before.
Angela Buonocore Former Senior Vice President, Xylem
More Measurable Value to FedEx
After conducting a comprehensive assessment of our department’s work, Jim Shaffer helped us successfully navigate a new course that adds more measurable value to FedEx. Jim is helping us build the department’s capability to make a results-focused approach our new way of life.
Mike Kolasinski Director of Internal Communication, FedEx Express
Returns Have Been Nothing Short of Staggering
I’m a believer. The returns we have seen here in Lancaster largely driven by culture and employee engagement has been nothing short of staggering. Sure, the other fundamentals of Lean have to be present but our people are the cement that holds the foundations in place. I look forward to showing off more in person.
Mark Steele Global Operations Excellence Manager, ITT
Helped Me In My Career
You really have helped me in my career and helped advance our function and business. Thanks for inviting me to participate in this seminar and for coaching me for many months.
Courtney Reynolds Vice President Corporate Communication, Northwestern Mutual
Tremendous Value to the Table Every Time
He's exceptional at helping get people engaged around improving safety, quality, productivity and costs. In the process, he creates stronger and more effective leaders. I especially appreciate how Jim challenges people to think beyond their traditional roles and to see things in new ways. He brings tremendous value to the table every time.
John Shea Director of Internal Communication, Amtrak
Huge Jim Shaffer Fan for Years
I've been a huge Jim Shaffer fan for years. Every business leader should incorporate Jim's understanding of how communication really works into the way they work and lead.
Brad Whitworth Manager of Communication, Cisco
Nothing Short of Amazing
At first I was a bit skeptical that Jim would be able to help a little rinky dink firm like mine after dealing with major Fortune 100 companies. But boy was I surprised – Jim really knows his stuff.
The process has been nothing short of amazing and my staff is re-energized, focused and truly excited and engaged. GREAT JOB – no actually SUPER JOB, I am very pleased with your efforts and the positive changes we have already seen.
Patrick J. Horan President and CEO of Horan Capital Management
Major Force of Change for My Team and Me
You were a major force of change for my team and me and your guidance has had a tangible effect in our organization that we still apply and live to this day.
Maria Rivas Vice President of Global Medical Affairs, AbbVie
A recent Leadership Report discussed employee engagement and specific conditions that need to be met for people to achieve peak performance. Those conditions are: Line of sight, or the ability to connect my work to results I can affect; Autonomy and involvement, or my ability to take action needed to improve results; Information sharing (there… Read more
One of my recent Leadership Reports generated interest in open book management and discussed four conditions that are required for employees to be engaged. They are: Line of sight, which I addressed in my last Leadership Report Autonomy and involvement Information sharing WIIFM or what’s in it for me? A brief pause for those who… Read more
Our last Leadership Report generated interest in open book management, a concept that represents the purest form of organizational transparency. In this issue, I want to discuss what high performers do to create line of sight. But first, let me back up. The classic definition of employee engagement is: People share the organization’s values and… Read more
If you want to build trust and take performance into the stratosphere, open the books. Share information that matters to improving operating and financial results. Celebrate people when they score big successes. Repeat. Open book management is the purest leadership communication philosophy I’ve seen and worked with. It’s grounded in the notion of creating businesses… Read more
When you don’t know what to measure, you should know you’re in trouble. Many in the social media world might be wise to consider themselves in trouble. Not long ago I interviewed the head of marketing for a $20 billion company. “Our communication people are worried about the wrong things,” he told me. “I explain… Read more
When you need to produce results fast, minimize risk of failure, perfect a concept and create demand for more, then pick a pilot, improve results and replicate. Historically, change efforts were massive, enterprise-wide affairs. Those still have their place. But increasingly, companies are adopting surgical approaches to change. They’re focusing on improving pieces of their… Read more
In a recent Leadership Report, I said “Results don’t change unless work changes.” If your business strategy isn’t explained in a way that connects people and their work to it, don’t expect much to change. Business strategy formulation is typically about a series of long, secretive, offsite top management meetings followed by all employee meetings… Read more
The Honeymoon Doesn’t Last… I’ve spent much of my career working with new leaders—leaders who were suddenly responsible for leading a company, one of its business units, regions, labs, manufacturing plants, or branch operations. New leaders encounter many of the same early challenges and make the same mistakes. Depending on the size of the organization,… Read more