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Services and Approach
1
2
Current State of Affairs in Most Organizations Today
Typically, 20% of the sales organization produces 80% of results (or some
version of this paradigm)20%
True “A” players generate up to 10 times the outcome as average performers10
“A” management teams typically produce 10X+ the results of a “B” team20
Sales professional turnover can cost more than $1,000,000 (for each person)1M
Management turnover costs are exponentially higher (~$15mm+)$$$
“Poor Leaders” will cost your system 10% of total people expense10%
Source, HBS Research, DW personal experience
3
Current Industry Trends Highlight a Need for Transformation
Over the past two years, 40% of sales people did not make quota*40%
In 2010, sales organizations in the US overall achieved less than 80% of
target. Only 1% of firms said their forecast accuracy was >90%**80%
63% of Sales Executive Council members say their sales managers do not
have the skills and competencies they need to evolve their sales model, and
nearly 10% do not have the skills they need to be successful in the job
today****
63%
Sales organization turnover continues at a 25% yearly rate***25%
of people new to a role fail within 18 months*****46%
Effective sales management has been hijacked and is now often more
focused on CRM adherence and revenue forecasting
Source: *,**, ***, CSO Insights 2011 and 2012, **** The Challenger Sale,*****HR Chally research
4
Implications for Client’s Business
Only 9% of customer loyalty is attributable to a better price-to-value ratio
than competition*9%
53% of customer loyalty is attributable to outperforming the competition on
the sales experience itself**53%
Outperforming the competition on the sales experience will result in higher win
percentages, higher margins, increased customer loyalty, and ability to achieve coveted
“trusted advisor” status
*, **Source: The Challenger Sale, 2011
5
Value Proposition
 We partner with our clients to assess and strengthen client facing, sales and leadership roles
 We provide unique combination of technology, training, content and consulting that:
 Assesses organizational capability and potential in a fact-based fashion, and aligns
current team to what is required to executed the strategy on a go forward basis
 Delivers measurable enhancement of client results by improving individual and
organizational performance
 Our team is the difference
• Blend of experienced consultants and successful operating executives
• Proven training, intellectual property and tools coupled with proprietary methodologies
that leverage technology
• Combine theory and research with pragmatic business disciplines
• Measurable focus on near term results and sustainable improvement
 We guarantee the measured improvement is greater than our fees
Irresistible client risk/reward model
6
Approach
We focus on the following questions
 What level of capability and capacity exists today within your front line and sales
organizations compared to what is required to execute the business strategy? What
capability and gaps exists within your leadership structure? How is the team
performing individually and collectively?
 What level of success is possible today given the current team, management process,
and tools within your business? Can the team, processes and tools be enhanced or
developed?
 What organizational capabilities, go-to-market strategy, roles, selling behavior,
messages, compensation, management structure and processes are required to
successfully drive improved performance and deliver step revenue growth?
 What leadership and talent are required to effectively execute the strategy?
 How do you know the required change is occurring?
 How will you become a sustainable high performance organization?
Driving Sustainable Revenue Growth
7
The Diagnosis & Tools to Improve Front Line Performance
The following ingredients are critical:
 Talent acquisition
• Formal process and discipline to improve the hiring of strong performers
 Identify strengths and development needs of existing team
• Assessment and engagement systems
• Alignment of current team to desired “go-to-market” strategy
• Performance and energy “pulsing”
 Training and Development: Implement developmental actions to improve individual and
organizational performance and deliver superior results that are grounded on a fact-based
recognition of the current state
• Effective On-Boarding
• Compensation aligned to strategy
• Sales process
• Ongoing training and development
• Effective sales management/coaching
• Leadership alignment and organizational design
• Proper tools and supporting technology
The payoff for improving organizational capability in this area is at least 10X the investment.
Technology
6.4 %
Professional
Services
6.2%
Food,
Beverages &
Tobacco
5.9%
Rental
5.9%
Consumer
Goods
(Heavy
Goods)
5.8%
Insurance &
Financial
Services
5.6%
Mining
5.6%Public
Sector
5.4%
Consumer Goods
(personal& Leisure)
5.3%
Business
Services
4.9%
Healthcare
4.8%
Banking
4.6%
Telecom
4.6%
Utilities
4.3%
Engineering
4.2%
Oil & Gas
4.2%
Travel
& Leisure
4.1%
Truly Talented People are Very Rare: The Presence of Key Competencies, by
industry Sector Globally
(percentage of population)
Source: SHL, ‘The Talent Report: Big data Insight and Analysis of the Global Workforce, 2013
9
Thus, Building a Best-In-Class Sales Force is a Process
1
2
Monitor, Measure & Report on
Results
 Develop Automated Dashboard to
monitor performance improvements
 Evaluate Ongoing Performance of
Incumbents and New Hires
 Reinforce Training Program
 Determine ROI
Analyze Business & Sales Strategy
 Assess Sales Strategy in Context of
Business Goals
 Analyze Current Systems for Selection,
Training & Development and
Performance Management
 Conduct Job Analysis on Sales & Sales
Management Roles
 Validate Core & Job Specific
Competencies
Develop Selection System
 Assess Incumbents using Technology-
driven Valid & Predictive Assessment
 Determine Ideal Profile for Sales &
Management
 Utilize Validated Model within
Recruitment & Selection Process
 Create Structured Interview Protocol
 Implement Technology-Driven
Recruitment Process
4
Solutions
InterrelationshipsDevelop Employees
 Implement Dashboard to Determine Gaps
between Current Workforce and Ideal Profile
 Provide targeted Sales Training to close
development gaps – both classroom and
technology delivered
 Train Sale Managers in On-going Employee
Development Process
 Integrate Performance Management
Compensation System
 Analyze Leadership Potential of Sales Force
 Develop Succession Planning Process
 Provide Performance Coaching &
Mentoring
3
10
The Goal is to Shift Performance of All Human Assets
Variable By-Standers Typical Game Changers
Revenue Per Employee $ 500,000 $ 750K $ 3,000,000 - $5,000,000
Profit Per Employee $ ($50K) $ 25K $ 1,000,000+
Shareholder value Per Employee $ ($100K) $ 50K $ 1,000,000
Client Service/’Will recommend you ’ >4% 15% 72%
Employee engagement ( % EE ‘engaged’) 21% 25% 37%
Turnover – ability to retain the best 32% 18% 4%
Your Organization #____________
%___________
#___________
%__________
#____________
%___________
Drag
Sales Pipeline Dashboard
• Real Time Information
• Stay on Top of Key Issues
•Execution
•Organization Performance
LIFT
•Execution
•Organization Performance
EXAMPLE OF HOW SOFTWARE CAN PROVIDE
VALUE – DASHBOARD THAT DISPLAYS TOTAL
COST OF PERSONNEL BY POTENTIAL
Issue: Poor performers will put drag on any change effort
11
Sales Effectiveness Services
• Sales Potential
• Sales Competency Modeling
• Sales Assessment and
Selection
• Sales Channels and Process
• Sales Culture
• Best Practice Sharing
• New Hire Induction
• Account Planning/Strategy
Development
• Lead Qualification Management
• Win/Loss Review
• Forecasting
• Client Enlightenment
Approach/Capabilities
Whiteboard
• Value Messaging
• Customer Segments
• Product Offerings
• Sales Strategy
• Sales Coverage / Revenue
Planning and Quota Distribution
/ Goal Setting
• Performance Management
• Sales Compensation
• Sales Training and
Development
Leadership Services
• Executive Assessment
• Executive Integration
• Executive Leadership
Coaching
• Custom 360° Assessment
Processes
• Career Development
• Integrated Leadership
Development and Training
• High Performance
Leadership Team
Development
• Culture Building
(Assessment and
Development)
• Succession Planning
• Change Management
• Strategic Alignment
• Merger & Acquisition
Integration
• Cross Functional Team
Innovation
• Talent Development
• Performance Management
14
Business Development Solution Areas
SALES MODEL
DESIGN
Organization Structure
People, Processes, Tools
ASSESSMENTS
PULSE
BENCHMARKING TOOLS
& PROGRAMS
COACHING &
DEVELOPMENT
PROGRAMS – TECH
ENABLED
SALES COMPENSATION
SALES TRAINING
LEADERSHIP DEVELOPMENT
SALES TEAM IMPROVEMENT
LINKAGE TO CRM SYSTEMS
RECRUITMENT
Process Consulting
LASTING
TRANSFORMATION FOR
IMPROVED BUSINESS
RESULTS
15
Leadership Solution Areas
Team Facilitation
LEADERSHIP
ASSESSMENTS
PULSE
BENCHMARKING AND
ENGAGEMENT TOOLS
& PROGRAMS
COACHING &
DEVELOPMENT
PROGRAMS
ORGANIZATION
EFFECTIVENESS AND
DESIGN
LEADERSHIP TRAINING
LEADERSHIP DEVELOPMENT
LEADERSHIP TEAM
IMPROVEMENT
RECRUITMENT
Process Consulting
LASTING
TRANSFORMATION FOR
IMPROVED BUSINESS
RESULTS
16
Our Clients
16
Add in: Caesar’s Entertainment, Association for Financial Professionals, Conagra,
HarQen, MB Real Estate, Digitas, KSM Media, True North
17
Dan Has Built High Performing Sales Organizations from the
Ground Up
Dan has been responsible for architecting and executing the build out of sales organizations that have placed three
different companies on the Inc. 500 list 7 times, including the #1 ranking while at Parson Group. He created the
concept, devised the model, hired the team, put in management process and discipline to drive growth, and created
cultures that retained the most effective individuals. A total of 6 PE capital raises totaling some $42 mm has
resulted in greater than a $700mm return to shareholders.
His background and credentials in driving rapid growth include:
•At General Electric, 5 years of actual sales experience, and 3 years management experience, with an average
quota attainment of 130%. Exceeded plan every year as both individual contributor and manager. Promoted 7
times in 8 years.
•At Intelogic Trace, built a team comprised of 3 district managers and 22 sales professionals. Top performing
person in this role, and in less than three years, this team was generating over $25 million in new business each
year.
•At ARC, in less than 5 years, built a sales and delivery organization from less than three million in revenue in 1989
to a run rate of over $100mm in early 1994. ARC ranked #13 on the Inc. 500 in 1993 and was the 2nd best
performing IPO on NASDAQ in 1994. All organic growth.
•At Parson Group, wrote business plan, raised capital and executed a plan that grew from start-up in July of 1995
to a run rate of $90mm in revenue in 2001. Ranked #1 on Inc. 500 in 2000. All organic growth.
•At Capital H Group, starting from near zero in May of 2003, grew to $45mm in run rate revenue in early 2008.
Combination of organic growth and acquisitions.
•At Caesar’s Entertainment, developed and implemented plan for an entirely new business for this enterprise
selling high-end, customized travel packages to non-gamers. Also led a corporate-wide sales transformation
effort. Worked for the CMO and CEO.
•Author of Second Stage Entrepreneurship, to be published by Macmillan in September 2013
18
Dr. Steven Julius is a Nationally Recognized
Expert in Team Assessment and Development
Steven M. Julius, Ph.D.
Dr. Steve Julius is the founder and chief executive of HRCG, a Chicago based firm specializing in executive leadership,
high performance teamwork, organizational effectiveness and strategic human capital solutions. A true proponent of
the power that is derived from integrating diverse talents and points-of-view, Steve has built a team of professionals
who combine the approach of trusted advisor with the first-hand knowledge and insight that comes from their
having been in significant leadership positions prior to joining HRCG.
Steve believes that personal and professional success comes from helping others reach their peak potential. As such,
he maintains an active practice of advising senior executives and their teams from an array of major corporations,
entrepreneurial companies and professional service organizations. Whether called upon during times of
organizational transition or in anticipation of capitalizing on opportunities for enhanced business performance, Dr.
Julius is known for his ability to combine his knowledge of human behavior, organizational dynamics and business
strategy to create relevant and practical solutions. Steve’s enthusiastic, outcome oriented style has been described
as “contagious” resulting not only in ready-to-use business solutions, but also a collective sense of personal
satisfaction and empowerment on the part of those with whom Steve works.
Dr. Julius earned his B.S. in Chemistry from the University of Illinois and his Ph.D. in Clinical-Community Psychology
from Saint Louis University. In addition to his formal training, Steve acquired “hands on” business experience as the
chief executive for a community mental health center and later, a major behavioral health care provider
organization. Prior to forming HRCG, Steve also served as the global leader for Organizational Effectiveness and
Human Capital with a highly respected, global marketing communications company where his expertise helped to
support the firm’s transformation from a very successful private enterprise to a world class, publicly traded industry
leader. On top of that, “Dr. J” has developed and refined his approach to maximizing individual and team
performance by serving as the Director of Player Programs for the Chicago Bulls over the past two decades.
The Strategic Organizational Recruiting Tool (SORT), its companion Selecting Talent workshop and several team and
individual assessment instruments have been authored by Dr. Julius. He also is the co-creator of BrainFood, a
development system for executives and managers that teaches the application of practical leadership skills and
sound business principles within a creative learning environment. Steve has been quoted in various national and
regional periodicals and is often a featured speaker on a variety of topics including sustaining peak performance,
building high impact management teams, leading corporate/ culture transformation and constructive conflict.

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Newco services short july wip sales and leadership draft

  • 2. 2 Current State of Affairs in Most Organizations Today Typically, 20% of the sales organization produces 80% of results (or some version of this paradigm)20% True “A” players generate up to 10 times the outcome as average performers10 “A” management teams typically produce 10X+ the results of a “B” team20 Sales professional turnover can cost more than $1,000,000 (for each person)1M Management turnover costs are exponentially higher (~$15mm+)$$$ “Poor Leaders” will cost your system 10% of total people expense10% Source, HBS Research, DW personal experience
  • 3. 3 Current Industry Trends Highlight a Need for Transformation Over the past two years, 40% of sales people did not make quota*40% In 2010, sales organizations in the US overall achieved less than 80% of target. Only 1% of firms said their forecast accuracy was >90%**80% 63% of Sales Executive Council members say their sales managers do not have the skills and competencies they need to evolve their sales model, and nearly 10% do not have the skills they need to be successful in the job today**** 63% Sales organization turnover continues at a 25% yearly rate***25% of people new to a role fail within 18 months*****46% Effective sales management has been hijacked and is now often more focused on CRM adherence and revenue forecasting Source: *,**, ***, CSO Insights 2011 and 2012, **** The Challenger Sale,*****HR Chally research
  • 4. 4 Implications for Client’s Business Only 9% of customer loyalty is attributable to a better price-to-value ratio than competition*9% 53% of customer loyalty is attributable to outperforming the competition on the sales experience itself**53% Outperforming the competition on the sales experience will result in higher win percentages, higher margins, increased customer loyalty, and ability to achieve coveted “trusted advisor” status *, **Source: The Challenger Sale, 2011
  • 5. 5 Value Proposition  We partner with our clients to assess and strengthen client facing, sales and leadership roles  We provide unique combination of technology, training, content and consulting that:  Assesses organizational capability and potential in a fact-based fashion, and aligns current team to what is required to executed the strategy on a go forward basis  Delivers measurable enhancement of client results by improving individual and organizational performance  Our team is the difference • Blend of experienced consultants and successful operating executives • Proven training, intellectual property and tools coupled with proprietary methodologies that leverage technology • Combine theory and research with pragmatic business disciplines • Measurable focus on near term results and sustainable improvement  We guarantee the measured improvement is greater than our fees Irresistible client risk/reward model
  • 6. 6 Approach We focus on the following questions  What level of capability and capacity exists today within your front line and sales organizations compared to what is required to execute the business strategy? What capability and gaps exists within your leadership structure? How is the team performing individually and collectively?  What level of success is possible today given the current team, management process, and tools within your business? Can the team, processes and tools be enhanced or developed?  What organizational capabilities, go-to-market strategy, roles, selling behavior, messages, compensation, management structure and processes are required to successfully drive improved performance and deliver step revenue growth?  What leadership and talent are required to effectively execute the strategy?  How do you know the required change is occurring?  How will you become a sustainable high performance organization? Driving Sustainable Revenue Growth
  • 7. 7 The Diagnosis & Tools to Improve Front Line Performance The following ingredients are critical:  Talent acquisition • Formal process and discipline to improve the hiring of strong performers  Identify strengths and development needs of existing team • Assessment and engagement systems • Alignment of current team to desired “go-to-market” strategy • Performance and energy “pulsing”  Training and Development: Implement developmental actions to improve individual and organizational performance and deliver superior results that are grounded on a fact-based recognition of the current state • Effective On-Boarding • Compensation aligned to strategy • Sales process • Ongoing training and development • Effective sales management/coaching • Leadership alignment and organizational design • Proper tools and supporting technology The payoff for improving organizational capability in this area is at least 10X the investment.
  • 8. Technology 6.4 % Professional Services 6.2% Food, Beverages & Tobacco 5.9% Rental 5.9% Consumer Goods (Heavy Goods) 5.8% Insurance & Financial Services 5.6% Mining 5.6%Public Sector 5.4% Consumer Goods (personal& Leisure) 5.3% Business Services 4.9% Healthcare 4.8% Banking 4.6% Telecom 4.6% Utilities 4.3% Engineering 4.2% Oil & Gas 4.2% Travel & Leisure 4.1% Truly Talented People are Very Rare: The Presence of Key Competencies, by industry Sector Globally (percentage of population) Source: SHL, ‘The Talent Report: Big data Insight and Analysis of the Global Workforce, 2013
  • 9. 9 Thus, Building a Best-In-Class Sales Force is a Process 1 2 Monitor, Measure & Report on Results  Develop Automated Dashboard to monitor performance improvements  Evaluate Ongoing Performance of Incumbents and New Hires  Reinforce Training Program  Determine ROI Analyze Business & Sales Strategy  Assess Sales Strategy in Context of Business Goals  Analyze Current Systems for Selection, Training & Development and Performance Management  Conduct Job Analysis on Sales & Sales Management Roles  Validate Core & Job Specific Competencies Develop Selection System  Assess Incumbents using Technology- driven Valid & Predictive Assessment  Determine Ideal Profile for Sales & Management  Utilize Validated Model within Recruitment & Selection Process  Create Structured Interview Protocol  Implement Technology-Driven Recruitment Process 4 Solutions InterrelationshipsDevelop Employees  Implement Dashboard to Determine Gaps between Current Workforce and Ideal Profile  Provide targeted Sales Training to close development gaps – both classroom and technology delivered  Train Sale Managers in On-going Employee Development Process  Integrate Performance Management Compensation System  Analyze Leadership Potential of Sales Force  Develop Succession Planning Process  Provide Performance Coaching & Mentoring 3
  • 10. 10 The Goal is to Shift Performance of All Human Assets Variable By-Standers Typical Game Changers Revenue Per Employee $ 500,000 $ 750K $ 3,000,000 - $5,000,000 Profit Per Employee $ ($50K) $ 25K $ 1,000,000+ Shareholder value Per Employee $ ($100K) $ 50K $ 1,000,000 Client Service/’Will recommend you ’ >4% 15% 72% Employee engagement ( % EE ‘engaged’) 21% 25% 37% Turnover – ability to retain the best 32% 18% 4% Your Organization #____________ %___________ #___________ %__________ #____________ %___________ Drag Sales Pipeline Dashboard • Real Time Information • Stay on Top of Key Issues •Execution •Organization Performance LIFT •Execution •Organization Performance
  • 11. EXAMPLE OF HOW SOFTWARE CAN PROVIDE VALUE – DASHBOARD THAT DISPLAYS TOTAL COST OF PERSONNEL BY POTENTIAL Issue: Poor performers will put drag on any change effort 11
  • 12. Sales Effectiveness Services • Sales Potential • Sales Competency Modeling • Sales Assessment and Selection • Sales Channels and Process • Sales Culture • Best Practice Sharing • New Hire Induction • Account Planning/Strategy Development • Lead Qualification Management • Win/Loss Review • Forecasting • Client Enlightenment Approach/Capabilities Whiteboard • Value Messaging • Customer Segments • Product Offerings • Sales Strategy • Sales Coverage / Revenue Planning and Quota Distribution / Goal Setting • Performance Management • Sales Compensation • Sales Training and Development
  • 13. Leadership Services • Executive Assessment • Executive Integration • Executive Leadership Coaching • Custom 360° Assessment Processes • Career Development • Integrated Leadership Development and Training • High Performance Leadership Team Development • Culture Building (Assessment and Development) • Succession Planning • Change Management • Strategic Alignment • Merger & Acquisition Integration • Cross Functional Team Innovation • Talent Development • Performance Management
  • 14. 14 Business Development Solution Areas SALES MODEL DESIGN Organization Structure People, Processes, Tools ASSESSMENTS PULSE BENCHMARKING TOOLS & PROGRAMS COACHING & DEVELOPMENT PROGRAMS – TECH ENABLED SALES COMPENSATION SALES TRAINING LEADERSHIP DEVELOPMENT SALES TEAM IMPROVEMENT LINKAGE TO CRM SYSTEMS RECRUITMENT Process Consulting LASTING TRANSFORMATION FOR IMPROVED BUSINESS RESULTS
  • 15. 15 Leadership Solution Areas Team Facilitation LEADERSHIP ASSESSMENTS PULSE BENCHMARKING AND ENGAGEMENT TOOLS & PROGRAMS COACHING & DEVELOPMENT PROGRAMS ORGANIZATION EFFECTIVENESS AND DESIGN LEADERSHIP TRAINING LEADERSHIP DEVELOPMENT LEADERSHIP TEAM IMPROVEMENT RECRUITMENT Process Consulting LASTING TRANSFORMATION FOR IMPROVED BUSINESS RESULTS
  • 16. 16 Our Clients 16 Add in: Caesar’s Entertainment, Association for Financial Professionals, Conagra, HarQen, MB Real Estate, Digitas, KSM Media, True North
  • 17. 17 Dan Has Built High Performing Sales Organizations from the Ground Up Dan has been responsible for architecting and executing the build out of sales organizations that have placed three different companies on the Inc. 500 list 7 times, including the #1 ranking while at Parson Group. He created the concept, devised the model, hired the team, put in management process and discipline to drive growth, and created cultures that retained the most effective individuals. A total of 6 PE capital raises totaling some $42 mm has resulted in greater than a $700mm return to shareholders. His background and credentials in driving rapid growth include: •At General Electric, 5 years of actual sales experience, and 3 years management experience, with an average quota attainment of 130%. Exceeded plan every year as both individual contributor and manager. Promoted 7 times in 8 years. •At Intelogic Trace, built a team comprised of 3 district managers and 22 sales professionals. Top performing person in this role, and in less than three years, this team was generating over $25 million in new business each year. •At ARC, in less than 5 years, built a sales and delivery organization from less than three million in revenue in 1989 to a run rate of over $100mm in early 1994. ARC ranked #13 on the Inc. 500 in 1993 and was the 2nd best performing IPO on NASDAQ in 1994. All organic growth. •At Parson Group, wrote business plan, raised capital and executed a plan that grew from start-up in July of 1995 to a run rate of $90mm in revenue in 2001. Ranked #1 on Inc. 500 in 2000. All organic growth. •At Capital H Group, starting from near zero in May of 2003, grew to $45mm in run rate revenue in early 2008. Combination of organic growth and acquisitions. •At Caesar’s Entertainment, developed and implemented plan for an entirely new business for this enterprise selling high-end, customized travel packages to non-gamers. Also led a corporate-wide sales transformation effort. Worked for the CMO and CEO. •Author of Second Stage Entrepreneurship, to be published by Macmillan in September 2013
  • 18. 18 Dr. Steven Julius is a Nationally Recognized Expert in Team Assessment and Development Steven M. Julius, Ph.D. Dr. Steve Julius is the founder and chief executive of HRCG, a Chicago based firm specializing in executive leadership, high performance teamwork, organizational effectiveness and strategic human capital solutions. A true proponent of the power that is derived from integrating diverse talents and points-of-view, Steve has built a team of professionals who combine the approach of trusted advisor with the first-hand knowledge and insight that comes from their having been in significant leadership positions prior to joining HRCG. Steve believes that personal and professional success comes from helping others reach their peak potential. As such, he maintains an active practice of advising senior executives and their teams from an array of major corporations, entrepreneurial companies and professional service organizations. Whether called upon during times of organizational transition or in anticipation of capitalizing on opportunities for enhanced business performance, Dr. Julius is known for his ability to combine his knowledge of human behavior, organizational dynamics and business strategy to create relevant and practical solutions. Steve’s enthusiastic, outcome oriented style has been described as “contagious” resulting not only in ready-to-use business solutions, but also a collective sense of personal satisfaction and empowerment on the part of those with whom Steve works. Dr. Julius earned his B.S. in Chemistry from the University of Illinois and his Ph.D. in Clinical-Community Psychology from Saint Louis University. In addition to his formal training, Steve acquired “hands on” business experience as the chief executive for a community mental health center and later, a major behavioral health care provider organization. Prior to forming HRCG, Steve also served as the global leader for Organizational Effectiveness and Human Capital with a highly respected, global marketing communications company where his expertise helped to support the firm’s transformation from a very successful private enterprise to a world class, publicly traded industry leader. On top of that, “Dr. J” has developed and refined his approach to maximizing individual and team performance by serving as the Director of Player Programs for the Chicago Bulls over the past two decades. The Strategic Organizational Recruiting Tool (SORT), its companion Selecting Talent workshop and several team and individual assessment instruments have been authored by Dr. Julius. He also is the co-creator of BrainFood, a development system for executives and managers that teaches the application of practical leadership skills and sound business principles within a creative learning environment. Steve has been quoted in various national and regional periodicals and is often a featured speaker on a variety of topics including sustaining peak performance, building high impact management teams, leading corporate/ culture transformation and constructive conflict.

Editor's Notes

  1. ADD TECHNOLOGYADD TRAINING TO SALES