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Managing through re-organizations, mergers or acquisitions that shift product deliverables and value propositions that realign priorities, metrics for success, and reporting relationships.
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Leading geographically dispersed teams, communicating via phone and e-mail where collaboration, change and conflict were once generally dealt with face to face.
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Guiding people to meet revenue and productivity goals in the wake of adverse circumstances or public relations events that may affect an industry, a specific company or a specific product.
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Competing with new emerging competitors or disruptive technologies that can threaten an established company’s core business and market dominance.
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Managing under regulatory requirements: Sarbanes-Oxley, WEE or RoHS environmental regulations, international risk management accords, and other compliance concerns.
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Improving processes that focus on assessment, continuous improvement and measurements that fall short of addressing the important relationships between people.
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Balancing the ever changing workforce - reductions are difficult for those let go; and highly challenging for surviving managers and teams left behind and tasked with increased goals.
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Lastly, and nearly as challenging, cope with explosive growth of success that can place stress on managers and the teams that they lead.
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