Corporate Consulting

Dr. Chérie Carter-Scott is a management consultant, International Keynote speaker, executive coach, Trainer of Coaches globally, and #1 bestselling author for more than 40 years. She earned her Ph.D. in Human and Organizational Development from Fielding Graduate University. Dr. Chérie wrote her dissertation on the relationship between employee satisfaction and customer satisfaction, which provided groundbreaking research to the service industry.

Dr. Chérie’s clients range from entrepreneurs to Fortune 500 companies. Her trademarked process known as Employee Owned Change™ (EOC) helps companies design and manage change at all levels of the organization, with all employees buying into the change process with the guidance of a Master Certified Coach.

Speaking Clients Include: 

What is Employee Owned Change™?

Purpose: The purpose of Employee Owned Change™ is to build a cohesive organization so that co-workers work together in a spirit of cooperation, collaboration, co-creation, and ownership.

A healthy organization is one that has a strong sense of its own identity, mission, purpose, and can readily adapt constructively to change. This type of organization exhibits independence, optimism, interdependence, and a high degree of ethics, responsibility, and can predict and produce tangible results.

The Employee Owned Change™ development actions are rooted in behavioral science principles. These reflect humanistic and participative approaches to management and leadership. The EOC™ Program development reflects two aspects of Organizational Development.

They are:

• A structured way to manage change
• An effective way of focusing human energy toward specific desired outcomes

Success with any team development rests on the fundamental belief that in an organizational setting the individual members must have the opportunity to grow if the organization is to remain healthy and functional.

In managing change, the methodology of program development is to work in concert with the individuals impacted by the change. This approach fosters responsibility in managers that in turn leads to creative problem solving and innovation.

Employee Owned Change™ is practical and functions as a discipline to focus energy on envisioned, specific, tangible goals. While most organizations begin purposefully, economic shifts, changes in the marketplace, globalization and reverse-globalization, and alteration in leadership values and styles impact organizational effectiveness. The wants and needs of individuals are essential input to the overall goal-setting process of the department, division, or the total organization. If each member participates in forming group goals and subscribes to those goals, then a considerable share of their energy and the energy of all co-workers, begins to work toward a common purpose, mission, and objectives.

One of the key elements of EOC™ is to ensure “Buy-in.” The technology of Buy-in draws out individuals that could potentially sabotage the chaเำ initiative. It can also serve as a way to weedout employees who are a drain on the team, distract from the team goals, and divert the focus away from the tasks at hand. Every team has a specific mission. If there are people who appear to be on the team, but secretly prefer to be elsewhere, then the team is weakened. Ultimately, we all want a strong team, with clear roles and responsibilities, infused with respect for all the members, and functioning as a finely tuned organism responding positively to both internal and external customers.

Employee Owned Change™ succeeds when leaders:

• Connect with all those who can influence the desired outcomes
• Identify goals, which through joint processes, will convert to specific group goals
• Work on improving the quality of relationships from one in which managers are conditioned to interpersonal/conflict (I vs. you) compared to one of collaboration and healthy functionality (“we-us”). To bring about such a change, open communication, collaborative goal setting, and mutual problem solving/decision making must be encouraged.

EOC builds active feedback loops so managers monitor and share in their organization’s progress toward the achievement of mutually agreed upon goals.