My Vision

My vision is to assist my clients in creating, developing and maintaining an organizational environment in which those in the organization relate more effectively with each other, so that organizations will be more effective in meeting the needs of their people, their customers and their stakeholders.

My Mission

My mission is to provide information and consulting services that focus on improved communications, more effective interpersonal relationships, and enhanced individual leadership skills within the organization. My primary focus is to assist organizations in providing the necessary support for the 360°feedback process, and to coach individuals within those organizations as they follow up on their 360º feedback reports.

My Values

In all of my relationships I will respect the organization, its culture and its people, I will be accountable for the personal and organizational goals I establish with the client, and I will always act with integrity and compassion as I work with the organization and individuals to achieve those goals.

Jerry Gardner Biography

Born and raised in Schenectady, NY, Jerry received BA in English from the University of Rochester. After a year in the insurance business, Jerry went back to the University and served as Assistant Director of Development and then as Assistant Director of Alumni Relations. After two years he was hooked. He wanted to spend the rest of his career working in an academic environment. Realizing he would need an advanced degree he obtained a MA in English.

Jerry then went to the Center for the Study of Higher Education at the University of Michigan for his Ph.D. In addition to his doctoral studies in higher education, Jerry also studied the Social Psychology of Organizations theories of Daniel Katz and Robert L. Kahn. While a graduate student at Michigan Jerry also served as Assistant Director of Student Affairs, was an Assistant to the Dean of the Medical School and Assistant to the Chairman of the Department of History

Jerry’s doctoral thesis focused on the involvement and influence of faculty members in departmental administrative activities in 20 academic departments at the University of Michigan. He compared the faculty responses to the management style of each of the 20 department chairmen which was determined based on the four management styles of Rensis Likert.

Following graduate school Jerry’s first job was Assistant to President Edgar Shannon at the University of Virginia. In that capacity Jerry redesigned the President’s committee structure to provide enhanced communication among the various constituencies of the University community, assisted the Provost in developing a long-range planning process for the President and taught organizational development and higher education courses in the Graduate School of Education.

Three years later, President Shannon went back into teaching and Jerry accepted a job in Atlanta with the Southern Regional Education Board which, in 1973, was a nonprofit, non partisan consortium of 14 states in the southeast focused on improving higher education in that region. Jerry was responsible for a variety of programs including agriculture, statistics, adult basic education and several nursing programs.

After five years with SREB, Jerry decided to put his knowledge and interest in organizational psychology to work. He joined a small business consulting firm in 1978 and designed, developed and conducted seminars in basic management skills for Motorola and also assisted in teaching the Management Principles Course for General Electric in Crotonville.

In 1979 Jerry started his own firm and continued conducting seminars for the American Management Associations and private clients on basic management skills, sales and marketing, and strategic planning. In 1991 the Keilty Goldsmith Company asked Jerry to assist them in providing feedback to American Express executives who had received 360º Feedback reports. Since then Jerry has focused all his professional attention on coaching managers on the most important part of the Multisource Feedback process, addressing the issue of: “Now that I have my feedback, what do I do with it? How do I make the changes people are asking me to make?”

Soon after he began coaching managers on their Multisource Feedback reports, Jerry developed a process for them to go back and meet one-on-one with the people they work with regularly. Recognizing the reluctance of managers to do this, Jerry wrote Just Ask, a fictional story of a manager who gets his first round of feedback, which is terrible, and which he does nothing about. One year later he gets his second round of feedback and as you would expect, it’s worse than the first. The manager decides to follow his consultant’s advice and go back and meet regularly with his colleagues and his immediate staff. The story follows his trials and tribulations, where he succeeds, where he fails and what he has to do to recover. It also shows what happens to the principle character and the others in his organization over the year, and the effect that this process has on the entire organization.