COR Vitae

Client Organizations

COR does not publicly share the names of its organizational clients.  However, since its beginning, COR has served the following types of organizational clientele:

  • Nonprofit and charitable agencies of all sizes and types
  • Higher education institutions (e.g., state universities, private colleges, professional schools, community colleges)
  • Retail and hospitality organizations
  • Medical clinics and various departments within larger hospitals
  • Religious congregations/parishes of all faiths
  • Religious organizations (dioceses and judicatory administrations, vowed religious communities, religious charities)
  • Individual schools (public and private), as well as larger K-12 school districts and regional educational service districts
  • State governmental organizations
  • Law enforcement agencies
  • Business, corporations

COR’s work is performed by people that it has trained, observed, and certified; alternatively, individuals trained elsewhere who meet COR’s professional competencies also serve as individual contractors.  These people are assigned to particular projects, based on relevant expertise. If COR personnel do not possess the skills necessary to competently help a client, COR will decline a consultation or training opportunity.  Sometimes the most effective help is referral to other resources.

Areas of Focus

Strategic planning.  Planning is a different process in a world that changes before the ink on the plan is dry.  COR assists managers to effectively walk the fine line between using the planning process to structure execution, allocate resources, and measure outcomes on the one hand, and, on the other, to develop the agility to change direction when necessary.

Support to organizational change. Organizational experts used to refer to  the practice of helping organizations enhance the outcomes of planned change efforts by the term “change management.”  Those days have passed.  Today, most people have acknowledged the fact that many of the most critical changes cannot be “managed,” but only “steered.”  COR assists leaders with logistical, political, human, and cultural issues involved in many variations of complex change.

Organizational culture assessment.  COR’s work—no matter its specific goals—always addresses an organization’s culture, because culture is the “software” that dictates how people will behave.  Sometimes an organization’s cultures are rigid and entrenched; at other times, it seems that there’s no common beliefs or behaviors at all—that everyone “does their own thing” without sharing anything in common.  Regardless of the specific situation, an organization’s leaders must be able to “see” their own culture in order to help their organization to better achieve its objectives.  COR has over a decade of experience in accomplishing this goal in a variety of organizational sectors.

Meeting audits. Meetings are often the most dreaded part of a manager’s week, and seldom turn out as desired.  This challenge is one of the more straightforward ones that can be taught to clients in order to improve effectiveness in organizations of all kinds.  COR helps leaders tailor specific elements of effective meetings to their unique cultures and desired outcomes.

Leadership training and coaching.  For its entire history, COR has trained, mentored, and coached executives and managers to succeed in a world no one prepared them to expect.  A major focus of COR’s guidance is to assist leaders in building organizational cultures characterized by responsibility, resilience, respect, and high performance.  Whatever the concerns, organizational leadership begins with the person of the leader, but it does not end there.  Strong leadership skills not only build stronger organizations, but also strong families, religious institutions, communities, and global societies.

COR includes two specific additional leadership models in its leadership work:  [1] “Bowen systems theory” (focused on personal and interpersonal “emotional fields” (Friedman, 1994/2011, 2007) and [2] “adaptive leadership” [a problem-solving model developed by Heifetz, 1990/1998; Heifetz & Lindsky, 2002].  We often receive requests for specific information or training about these two leadership models.

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