Starting in sales, Neal moved up through the ranks in a variety of roles with such brands as Honeywell and Esselte Pendaflex. He knows what it means (and feels like) to be on the firing line. As a senior executive, he led comprehensive change management initiatives that drove innovation, reset roles, expectations and interdependencies. Neal facilitates both 1:1 executive assessments as well as executive assessment centers, designed to evaluate skill sets and readiness for future roles.

Neal also works in organizations to help align the change vision with day-to-day execution. Improved performance for the individual means increased ROI for the organization. Neal is wired for results and his enthusiasm rubs off on his clients, making them willing to step out of their comfort zones, take new risks, and achieve results that eclipse anything they have ever achieved before. Neal promotes collaboration and positive culture in even the most complex and confusing environments. Improving competitive advantage for both the individual and the organization guides Neal’s style and approach.

Neal holds an MBA from Syracuse University in Marketing / Innovation and a BS from The College of New Jersey.

5.    Improving senior leadership skills to align expectations and improve performance.

Problem: CEO of a fast growing organization was unable to motivate his organization to prepare them for change. His key messages were were not cascading down through the organization because he wasn't aligned with his team. He was unable to d, inspire a vision or manage strategically. The CEO needed to learn new ways to align and provide oversight with his direct reports while supporting them in working through conflict.

Approach: Worked with client to rethink his assumptions about tasking his key players with specific project and operations management responsibilities. Encouraged client to clarify his needs, establish clearer expectations with direct reports and drive process quality accountability down through the chain of command.

Results: Strategic timelines being met. CEO has made ore time for executive leadership and driving the vision for the business. Team satisfaction scores improved 20%.

6.     Growing the skillset and readiness for promotion of a highly capable operations executive recently passed over for promotion.

Problem: High performing executive was passed over for a promotion despite previous assurances to the contrary, and told that she wasn’t ready to move up as she lacked some key skills. The client was viewed as micro managing, unwilling to let others lead and missing the importance of adjusting communication approach to reflect the varying needs of different audiences.

Approach: Following an in depth in-person 360 interview process, I helped the coachee to strike a better balance between applying his creativity and enthusiasm for doing things versus supporting the growth and development of her team. Also worked to raise her emotional intelligence, helping her to recognize the importance of probing more consistently with others to understand their perspective versus firing off solutions that sent, unintentional, albeit demotivating messages to others.

Results: Coaching is all about creating deep, connective trust. This client needed to understand that she was on a “hamster wheel” of execution, missing the bigger picture of empowering others to lead, delegating secondary issues to others and managing her schedule for the most important things. Thirty days after the coaching ended, this client was promoted to a global sales operations role reporting directly to the global head of sales with a 20% raise and significant expansion of responsibilities.