Q & A with Lori Dernavich

Q: Lori, what is it you do exactly?

LD:  I work with companies to resolve their immediate employee crises, and I’m often retained by them to tackle other people issues. It’s analogous to hiring outside legal counsel. “Employee crisis” mode is not the time you should begin interviewing advisors. Companies have me on their speed dial.

Q:  How do you solve an employee crisis?

LD:  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, organizational assessments, leadership development guidance, conflict mediation, behavioral assessments, executive coaching, etc.

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

LD:  People issues don’t discriminate based on industry. For example, 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?

LD:  Speed dial for me is the CEO, CFO, COO, the Board, or private equity companies. Sometimes the head of HR. Anyone whose initiative is “change.”

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

LD:  Basically, if there’s an issue involving employees, I’ll be able to help you resolve it. For example, resolving culture issues that often cause a merger or acquisition to fail or underperform. Or, developing leadership skills when individual performers get promoted to managing others and aren’t having the same level of success they had managing themselves. Or, assessing and working with senior teams to make them more effective. Or, conducting organizational assessments to get to the heart of the issues companies are facing and implementing solutions.

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

LD: 95% of the problems I deal with 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?

LD:  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?

LD:  I usually 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?

LD:  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?

LD:  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?

LD:  First, we need to establish what success looks like. Sometimes that will involve my suggesting alternative outcomes. For instance, everyone wants a problem employee to become productive and positive, 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 the employee.

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

LD:  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?

LD:  I am a former national board member of Step Up Women’s Network (www.suwn.org) and remain actively involved. I also volunteer for NY Cares and enjoy working with children and adults with disabilities. And at the end of a long day, I like to kick back with a good Scotch—neat. ☺

Q:  Thank you for your time, Lori.

LD:  Thank you!

Lori Dernavich helps businesses and their employees become more successful by equipping them with the skills needed to improve communication and accountability. Her unique expertise and objective voice make companies more profitable by delivering customized solutions and the tools to implement strategies for ongoing employee performance success.