Q: Lori, what is it you do exactly?

I work with companies to resolve their immediate employee crises and am often retained by them on an ongoing basis. It’s analogous to hiring outside legal counsel. “Employee crisis” mode is not the time you should begin interviewing advisors. You need me on your speed dial.

Q: How do you solve an employee crisis?

It all depends on the nature of the crisis and the desired outcome. I’m an advisor, so I partner with the company, and most often with a number of individuals in the organization, to diagnose and resolve the issues. I often use techniques like 360 assessments, executive coaching, leadership workshops, conflict mediation, behavioral assessments, team assessments, etc.

Q: What type of companies and industries do you work with?

Bad behavior doesn’t discriminate based on industry. A bad boss is a bad boss regardless of size of company, location or industry. But the companies I work with usually have a small HR department and very little infrastructure for organizational development. One aspect they all have in common is that they all value their employees.

Q: And who do you work with? Whose speed dial are you on?

Speed dial for me is the CEO, CFO, COO, or the board. Sometimes the head of HR. Anyone whose initiative is “change.”

Q: What types of crises are companies experiencing when they call you?

Basically, if there is an issue involving an employee, I’ll be able to help you resolve it. For example, individual performers getting promoted to managing others and not having the same level of success they had managing themselves. Or, with the current economy, I’m seeing more managers suddenly faced with layoffs: managing more people, more work, and more offices as well as the sinking morale of people left behind. Lots of new challenges, and those responsibilities don’t all come with a playbook.

Q: What about a commonality in terms of your solutions?

95% of the employee crises I respond to can be resolved through improved communication and accountability. Someone is not communicating effectively or is not recognizing their culpability in a situation.

Q: What has been the most challenging situation you’ve encountered?

The most challenging situation is when an employee I’m asked to work with doesn’t want to change. I can recognize that shortly after meeting the employee and frankly, if the company won’t entertain a broader range of outcomes, I won’t take the assignment. I can’t make people change if they don’t want to, and I won’t continue in an assignment where I can’t agree with management on a successful outcome.

Q: What's the first thing you do when someone contacts you?

I usually get a call and then go in and meet with the company, usually senior management. My process is simple: ask a lot of questions and listen. And the essential question to ask is, “what does success look like in your eyes?”

Q: How fast do you ramp up?

Very fast. Large consultancies have processes that they put clients through. I don’t need to do that. My clients have a sense of urgency and require action.

Q: How does a company position you internally to the staff?

I recommend confidentiality, not anonymity. If you really want to implement change, you need to be as upfront as possible with the team. Oftentimes, just knowing I have been brought on helps alleviate some anxiety because people know that some action is being taken.

Q: How do you measure success?

First, we need to establish what success looks like. Sometimes that will involve my suggesting alternative outcomes. For instance, everyone wants a problem child to become an angel. And that is the ideal. But sometimes what you uncover is just as important. If it becomes evident that the problem employee is not open to change, success can mean acknowledging that unwillingness and moving or removing that employee.

Q: You have a very unique background. How has that diversity impacted your clients?

I’ve been told I possess the perfect combination of street smarts and book smarts for the career I have chosen! At one point in my life I was in recruiting so I understand sales, during another I was a psychotherapist so I understand people. I’m an entrepreneur so I understand the bottom line. I bring all of my experiences to the table, which can lead to very different solutions depending on the complexity of the situation.

Q: Any “extra-curricular” activities we should know about?

I sit on the national board of Step Up Women’s Network [www.suwn.org] and am Chair of the New York governing board. We serve teens and young women in the NY area through after-school programming, professional mentorship, health education, and social networking. We support women and show them how to give back to the community.