Team Development
Decision Making

Philip S. Heller

Philip S. Heller

  • Consulted with research center senior leadership to effectively sponsor support team development to improve morale, productivity, service and trust in leadership that had declined over years and resulted in outside review. Used interviews, coaching, survey feedback, retreats and follow-up meetings. Resulted in teamwork and customer service standards, mutual respect, clear accountability, delegated authority, new standard procedures and daily "stand-up" meetings.
  • Designed and facilitated regional sewage treatment division leadership planning team to move past a critical team barrier to deciding on a multi-billion dollar capitol improvement project.
  • Facilitated veteran’s service team to agree on long term vision, quarterly work-plan and guiding principals helpful in resolving team and workplace issues.
  • Facilitated Human Resource team to agree on work plan and how to assign and distribute the work so that handoffs were coordinated for on-time service delivery to engineering managers.
  • Facilitated monthly regional road maintenance Joint Crafts Labor- Management Committee to jointly resolve issues using an interest-based process.
  • Conducted role clarity team development sessions for regional transportation capitol planning staff and senior leadership teams to create common direction and more collaborative interdependent work.
  • Designed survey and conducted retreat conference for three successive yearly planning retreats for the Washington State Board of Pharmacy and support staff. Board was able to review, acknowledge accomplishments and adjust priority goals with complete staff support, clarify roles with support agencies and successfully manage an executive director transition.
  • Planned and facilitated a regional senior services center board and staff strategy retreat resulting in joint action plans for the near and long term.
  • Designed and facilitated a National Forest Leadership team week long retreat, including experiential outdoor activities, Meyers-Briggs assessment, senior staff input and follow-up to create an inclusive reorganization plan.
Developing the Talent for Successful Change
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