Welcome! We’re so glad you’re here.

You’ve got a good company, but you want it to be Great.

You used to love going to work, but as your company scaled and grew,

something happened.

Maybe there’s nothing “wrong”

But something’s not quite right.

Turnover has increased.

Engagement is low.

And you were just slammed on Glassdoor… ouch!

You’ve got people who were the best at their old positions, whether they

were engineers or sales superstars, but they’re floundering now as leaders.

Maybe you’ve been through a merger and the two teams still feel like strangers.

Or maybe the business model you’ve been using is no longer working for you

You know this: trust has been eroded, whether by something big or by a

thousand tiny cuts.

You don’t know what to do to fix it.

You want to know:

  • How can we foster a more cohesive team across departments and divisions
  • How can we make this a safe place to work for EVERYONE
  • How can we support our new and emerging leaders
  • How can we turn the brilliant jerks into brilliant team players
  • How can we rebuild (or build) trust
  • How can we make sure #MeToo doesn’t happen here ever (or ever again)
  • How can we scale without losing what’s made us special?

In other words, how can we make this company a great place to work?

I get it. Deep in my bones, I get it.

I’ve got a whole playbook on what NOT to do if you want your company to be a great place to work.

It’s culled from my personal experience of sixteen years in corporate: in the boardroom and as a leader in Fortune 500 companies.

Then there are the chapters from my thirteen-plus years as a business coach, consultant, and mentor.

And finally, the chapters on how to do it differently, written by me and my trusted team of coaches and consultants who are all as passionate as I am about helping companies become great places to work.

Imagine with me now… What if:

  • You love coming to work again
  • You have a strong, committed, conscious leadership team
  • Your people feel empowered to solve issues before they become big problems
  • Tensions within the organization, among teams, and within individuals are resolved without the drama
  • Trust is restored; maybe it’s even higher than it was before
  • Everyone in the company feels safe
  • Everyone feels like they belong
  • Everyone feels like their voice matters

What could be possible then?

Did you know that companies recognized as “Great Places to Work”

benefit from the following:

  • Lower voluntary turnover
  • Higher employee engagement
  • Higher levels of innovation
  • Higher levels of productivity
  • Higher customer satisfaction
  • Better organizational agility
  • Stronger revenue growth
  • Higher profits

Becoming a great place to work is not only a nice thing to do, it’s the SMART thing to do.

“Sign me up!” you might be thinking.

But what does it take? How does it work? Where should you start?

What does it really take to become a great company in the 21st century?

What kind of leaders will elevate your company above the rest?

How do you find… or develop… those leaders?

What are the elusive ingredients that blend together to make a

company one of the “Best Places to Work?”

Don’t worry, we’ve got your back.

At NextGen Orgs, we’ve cracked the code.

From small tech startups to Fortune 500 companies, we’ve been in boardrooms making great things happen. Out of the depth of our experiences inside these companies as employees, founders, and consultants, we’ve developed a proprietary and evolutionary system that serves to help companies all over the world become great places to work.

Companies we’ve worked with have reported:

  • Increased revenue: in some cases more than doubled revenue in 2 years, with a 50% increase being typical
  • Improved trust in leadership throughout the ranks of the organization: this leads to improved communication, increased productivity, and lower voluntary turnover
  • Greater clarity of vision for where the company is headed
  • Improved collaboration and cohesion among the leaders
  • A greater sense of Purpose for the organization as a whole and the individual leaders.