Herb Dreo, MA, has more than 25 years of experience consulting and training. His practice includes teambuilding, organizational development, change management, internal and external customer service, executive coaching, management development, developing and implementing vision, and strengthening corporate culture. Herb assists managers in developing teamwork across functions and departments, helping to create alignment to achieve organizational goals. To date, Herb and his associates have developed over 10,000 managers in a broad array of consulting interventions and training programs in the United States and Europe. His emphasis is on high impact and sustained results.

Herb's clients benefit from an approach that includes: 1) A clear agreement regarding the goals of the intervention, 2) providing the organization's managers with the strategies and tools to realize these goals, and 3) designing and facilitating processes to ensure successful implementation of plans.

As a personal performance coach, his clients benefit from his unflinching honesty, potent skill sets, and a sense of ethics that says, "The client's goals always come first."

Herb's clients have included organizations such as Ball Aerospace and Technologies Corp., Cities of Loveland and Westminster, CO., IBM, Front Range Community College, Particle Measuring Systems, Hunter Douglas, Intertribal Agriculture Council, Wyoming Association of Municipalities, U.S. Office of Personnel Management-Europe, Pratt Management Company, EMS, Spectralogic, Case Logic, and Globus and Cosmos.

Herb's success stems from his experience with a wide variety of private and public sector organizations, an ability to connect with all in the organization, and a sense of humor that enables him to quickly establish rapport with others.

Herb is co-author of The Virtual Teams Guidebook for Managers, created to help managers who deal with and manage virtual teams.

Sample Projects

Team Building. Herb was hired by a State Department of Highways to develop a team model approach for their Regional Transportation Managers. These managers had a history of turf "fights," personal animosities, and an unwillingness to cooperate. The consulting intervention included 1:1 interviews, analysis of the data, and the design and facilitation of a three day retreat.
The outcomes included an agreed-upon code of ethics regarding how the group would treat each other; plans and commitments on how the team would cooperate and share resources, specifically: the agreement to meet quarterly, with each regional manager in turn hosting the meeting; developing a specific task list which provided main agenda items for future meetings, and the development of a meeting format that provided a consistency the team desired. The group created a plan to work together to win a capital improvement budget from the State's Joint Budget Committee (JBC). Herb conducted periodic follow-ups to check on progress, with a final follow-up three years after the initial project. The team had continued to meet quarterly and the meetings evolved to include each manager's director-level reports; they won the $300,000 capital improvement budget from the JBC, and routinely shared equipment resources.

Strategic Planning. Herb worked with the executives of a Planned Parenthood organization in developing a five year strategic plan, as previous plans were not considered useful day-to-day tools. 1:1 interviews were conducted to gain data that was used to co-design a two day strategic planning session. The approach used in this project was Appreciate Inquiry, which provides a focus on those forces that sustain both the people and the organization, identifying and capitalizing on what already works.
As a result of Mr. Dreo's intervention, the organization set the goals of increasing revenues by 15% and creating access to more clients by increasing services by 10%, as well as setting a "stretch goal" to become the "Workplace of Choice" for their employees. To attain the stretch goal, the executive team identified and implemented specific behaviors, including but not limited to, increasing time spent interacting with and showing appreciation of staff, and getting feedback from staff on how to best reach the identified goals. Spot surveys are revealing that employees are experiencing increased satisfaction in their workplace.