GDS - Guttman Development Services | organization development

改变你的游戏

作为

领导者

见面

霍华德·格特曼

执行教练，

组织发展专家和领导力导师。

“你所取得的成果就是你意图的证明”。

我们所做的

格特曼发展战略 (GDS) 专注于组织发展、高管培训和领导力培训。我们专注于改变传统的层级结构，打造协调一致的敏捷、高绩效团队，从而实现更快的决策、更强的协作和卓越的绩效。

我们精准应对实时挑战，提供专业解决方案，通过私募股权指导早期初创企业，为IPO做好准备，并支持财富 500 强公司实现其战略目标。

探索我们的服务

我们为何脱颖而出

我们的独特之处在于我们能够在各个层面打造高绩效团队，从而打造一个真正高绩效的组织。我们通常通过让组织领导层参与进来来启动转型过程，从高层团队开始，逐步向下推进，因为这种方法对于推动有意义的变革至关重要。

我们的客户不断告诉我们，我们超越了传统的咨询服务，揭示了基本事实、解决了盲点、改进了流程并培养了文化驱动的方法。通过超越预期，我们帮助组织实现非凡的可衡量成果，重新定义成功并建立新的卓越标准。

查看我们的评价

你如何获得成功

我们致力于改变团队和组织的运作方式，重点关注领导力动态、决策、绩效管理和冲突解决。通过培养各级问责制，我们帮助组织发展成为敏捷、高效的团队，最大限度地减少层级结构，跨职能协作，公开解决挑战，并获得竞争优势。

观看我们的视频

开启组织发展新纪元

受信任
数千位知名品牌领导人

发现组织中的核心问题

组织功能障碍始于个人的脱离，而不仅仅源于冲突。

我们创建高效的团队来培养真实性和心理安全，从而实现组织内部的开放沟通和信任。

这取决于多快能够发现并解决实际问题！

所有视频

成为高绩效领导者

将您的公司从等级模式转变为领导团队模式。

我们将团队转变为竞争激烈、绩效卓越的实体，其中每个成员都是领导者。

高绩效领导者积极倾听、处理反馈并有效管理阻力，同时培养一支志同道合的领导团队来实现战略成果。

所有视频

有人在破坏你的团队

避免冲突、玩游戏、不诚实，无意中产生了不真诚的团队动态。

我们将您的组织转变为一个透明的环境，帮助您减轻因缺乏真实性而产生的成本和挑战。

良好的工作氛围和较低的冲突分数给人一种温暖友好的环境的感觉。

所有视频

提升你的领导力

对你的团队保持开放和坦诚将会征求他们的观点。

我们帮助您消除恐惧，减少盲点，从而提高组织的透明度，创建高绩效的团队和合作伙伴关系。

树立脆弱的观念，团队就会为你赢得胜利。

所有视频

转变观念

要认识到团队的潜力，您需要了解人们对您的组织的当前印象。

我们将在几个小时内改变您组织的思维模式，帮助您超越核心的限制性信念。

人们所坚持的自我诱导故事正在破坏你的表现。

所有视频

掌握关键选择

要做出艰难的决定，首先要认清核心问题，了解核心参与者，然后指定一个人通过分布式决策来推动这一进程。

我们帮助您在组织中部署 SWOT 团队，他们通过透明的沟通在固定的时间范围内确定强有力的可交付成果，以创造高绩效的成果。

通过辩论问题来达成共识是没有成效的。

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获得利益相关者的支持

有效地影响你直接管辖范围之外的个人对于取得成功至关重要。

我们帮助您识别支持您的关键人物并塑造同意您观点的人。

战略性地排列对手、不知情的利益相关者、忠诚的反对派和合作伙伴，以实现您想要的结果。

所有视频

掌握冲突管理

要在不具备任何职位权威的情况下产生影响，需要很高的情商和协商差异的能力。

我们将您团队的沟通方式转变为真实、描述性的沟通方式，而不是评判性的，通过主张和倾听技巧解决冲突。

当冲突处理不当时，对组织的影响将是可怕的。

所有视频

无限成功的辅导

你没有有意识地选择自己的行为，从而限制了你的成功

我们揭示您的意图和行为之间的差距，引导您走向更成功的道路。

您所扮演的角色对于您的成功至关重要。

所有视频

成为伟人并取得伟大成就

你的障碍阻碍了你的进步；伟大需要深刻的转变。

我们改变您的团队以承担责任，同时采用衡量成功的新标准。

建立高效、协调、高效的团队将在任何商业环境中带来出色的成果。

所有视频

受信任
初创公司、私募股权公司、上市公司和财富 500 强企业

客户证言

Kevin Keane American Beverage Association (ABA)

January 2025 - We are influencers. They see us leading and driving forward. They see us solving problems and scoring tough wins. The team is more willing than we were to raise issues, including ones I or they might not like to hear. This collaborative dynamic is crucial for elevating our performance to the next level. We don’t have one person running around claiming all the credit. We win as a team. This collaborative dynamic is crucial for elevating our performance to the next level.

Volker Kuhn - Reckitt

October 2024 - We’ve significantly improved top- and bottom-line business growth, consistently delivering top-tier industry growth and profitability. The Guttman approach to coaching “in the flow” of meetings had a huge impact. It was an eye-opening experience. Our skepticism soon dissolved as we saw the magic.

Edgar Huber - Nest NY

June 2024 - GDS’ HPT is a game-changer. The GDS focus on performance is crucial. We are evolving from a smaller, founder-focused business to a more significant one. Team members are much more engaged and empowered. Decision-making time is much shorter.

Jeff Bak - Imagine360

January 2024 - We’re getting 25- to 30-percent more done in a given quarter than we once did. There’s a greater sense of purpose to the way we approach a day, a week, a month, and a quarter. I would highly recommend GDS’ HPT journey! I would enthusiastically rehire Howard Guttman and his team.

Suzana Kubric - Nubank

September 2023 - The GDS HPT approach has a significant organization-wide impact. When you are at stake for one another, when you increase trust, focus on the priority issues, and manage conflict to avoid underground behavior, better results will follow. When senior leaders become high-performance players, you elevate the performance of the entire organization.
The high-performance team (HPT) process forced the team to look in the mirror.

Ann Christenson - Aimbridge

June 2023 - We have been on a significant growth journey through acquisitions and a merger. We had a transformation at the top of Aimbridge.
I love the GDS’s down-to-earth, non-theoretical, no-BS approach to organization development and change. GDS has been a great partner, resource, and ally in helping to move our organization forward. GDS does real work that gets real results.

David Bensadoun - Aldo Group

January 2023 - I have measurably more time than I used to. I certainly would not recommend HPT to our competitors! I don’t want them to have the HPT-level of performance. To CEOs of other companies, I would say that HPT is a way to unleash the full potential of your executive team and save time.

David Best - Newman's Own, Inc.

October 2022 - We’re a small company. Everyone, at every level, needs to be a leader and a doer.
The high-performance approach is the correct way to go, regardless of how you work: in the office, remotely, or in some combination of both. You get better results. Holding peers accountable, being candid, and breaking down silos is the best way to engage teams throughout the organization to achieve faster growth.

Liam Butterworth - GKN Automotive

June 2022 - I never have had so much time on my hands! I can now focus on company strategy, dealing with shareholders, and talent management. I like to be pragmatic, transparent, and direct. I’d recommend the GDS approach without hesitation to any senior team.
GDS came in with a very practical, hands-on, human approach and worked intimately with the team. It has made a huge difference for me, my team, and our organization.

Dean Patras - Horizon Therapeutics

February 2022 - We have experienced rapid growth in a short period of time and have nearly doubled our number of employees.
The HPT process encourages leaders to commit to their own development and to the development of those who report to them. It creates a strong leadership backbone, which is instrumental in the sustainable success of any organization. It’s been exciting to watch leaders in the organization evolve their HPT leadership capabilities. It’s exciting to see the lights go on and our leaders grow!

Gianni Pieraccioni - Maesa

October 2021 - We’ve moved quickly from talk to action. The company was undergoing a rapid transformation. My vision was to build a more decentralized and interdependent organization, more horizontal, and with less silo thinking and fewer lines of demarcation. Moving to the horizontal, high-performance model is essential, especially given the current new, younger generation of leaders coming up through the ranks. It takes willingness to be open, transparent, and vulnerable and the strong belief that when you build an organization of high-performance leaders you do create lasting value.

Risa Cretella- Sovos Brands

June 2021 - Millions of new consumers discovered our products for the first time and have stayed as buyers in our brand franchise.
Our greatest asset is our people, and key to maximizing the impact of our people is being highly organized around strategic priorities and being clear about who are the right people to make decisions. We have focused on embracing conflict and challenges to ensure that we work toward achieving the right outcomes for the business.
The GDS Team Development Wheel is one of my most useful tools. Progress comes from setbacks and from confronting issues. HPT enables you to get through the obstacles and come out stronger on the other side.

David Swers - Glen Raven, Inc.

February 2021 - We moved from being a traditional textile company to where we are today because of our ability to adapt and adjust. I’ve become clearer and more concise in communicating the vision and strategy of the organization, along with my goals, expectations, and the tactics needed to get there. I’m much more focused and results oriented. The team has also become much more focused. We’re pushing ourselves.

Paul S. Michaels - Mars, Inc.

October 2020 - The high-performance process helps break down silos. GDS fosters honesty and truth-telling; it encourages learning agility, and inquisitiveness. The horizontal, high-performance approach sped up everything fourfold: communication, alignment, decision making, and performance.

Charlie Jacobs - Delaware North Boston Holdings

January 2020 - Our C-suite executives are all on the same page. They have the “eyes” and ability to identify the best-of-the-best talent, who can play world-class hockey, lead, and win. Early returns from the fans have been extremely positive. We’ve hit our goals! The approach that GDS took was “This is all about empowering you. If you’re open, willing, and able to bring in a professional firm like Howard Guttman’s, I’d highly recommend that you do. I’ve used other processes, and they’re nowhere near as effective.

Nathaniel Davis - Drinkworks

September 2019 - The GDS tools enable our teams to excel. GDS provides the perfect methodology for us as a cross-functional leadership team and organization to drive to higher performance. I’m spending much less time navigating issues within the team because members are better equipped to deal with these between and among themselves. We had to carefully allocate inventory, hoping it would last six months. It sold out in six weeks. That’s 30,000 pods sold! The pilot was wildly successful.

Dr. Loren Skeist - Spellman High Voltage Electronics

March 2019 - This has been our best year by any objective measure, with 18% growth in profitable sales and steady progress in improving processes. The high-performance process improves dialogue and communication by clearing away interpersonal issues and creating a safer environment in which to give and receive feedback. These changes open the management group to new perspectives, helping them develop fresh insights.

Marc Speichert - GSK Consumer Healthcare

September 2018 - During my first year, I changed virtually every member of my leadership team. There’s much more enterprise-level thinking. We’re much better at putting hard issues on the table and vocalizing the issues that the team is facing. The horizontal, high-performance way of working and technology are great enablers of each other. The high-performance, horizontal approach creates a deep understanding of who you are as a leader and how best to rally the troops around you. It gives you the right toolkit to stay ahead.

Lisa O'Driscoll - Sovos

April 2018 - It is evident in our cross-functional, enterprise-wide mentality. I don’t see any leaders sitting around with functional hats on, thinking, “I’ll be a superstar by just focusing on my function.” You’d see a great sense of accountability and depersonalization not only in handling conflict but in how we assess progress in meeting business goals and in succeeding together as a team.

Todd Lachman - Sovos

March 2018 - High-performance, horizontal teams are a key competitive advantage.
The fundamentals of high-performance leadership are doubly important in start-ups. Accountabilities and decision-making protocols must be crystal clear; There’s no time for indecision and triangulation. The cornerstone elements of HPT [High Performance Teams] - leading horizontally and holding peers accountable - are critically important in keeping us focused and directing our energy to winning in the marketplace.

Derek Hopkins - Keurig Green Mountain

November 2017 - The HPT process begins with the leader.
The horizontal high-performance journey made a fundamental difference in how we work together. We have a common language; we deal with conflict much more quickly; and there is a tight level of team alignment on goals and ways of working. This allows us to execute much faster.
The HPT process begins with the leader. It gives you a new lens dealing with hard issues, not playing underground games or being political, giving feedback, taking an enterprise view, and the like.

Paul T. Parker - Royal Caribbean Cruises, Ltd.

June 2017 - We put on more shows nightly than does Broadway. We move more people around the world than most companies. Growing the workforce in five years by 30 percent, on a base of 70,000 employees, is a tall order, one that required us to become a high-performing, horizontal team. We’re running small floating cities. It’s very complex and requires figuring out what’s relevant to all our internal and external stakeholders. The horizontal, high-performance journey has helped me to build a cohesive, focused team and organization that set priorities and remain focused on what keeps us ahead of competitors.

Mary Beth DeNooyer - Pinnacle Foods, Inc.

March 2017 - We are leaner, scrappier, less system and process driven, less bureaucratic, and more entrepreneurial. Operating horizontally won’t happen organically; you have to engineer it! That takes being deliberate about what you want to accomplish and setting aside time to make it happen. We’ve used the HPT framework as an enabler for both performance and career development. HPT has brought us a common language and framework to talk about our expectations of leaders.

Kevin Keane American Beverage Association (ABA)

January 2025 - We are influencers. They see us leading and driving forward. They see us solving problems and scoring tough wins. The team is more willing than we were to raise issues, including ones I or they might not like to hear. This collaborative dynamic is crucial for elevating our performance to the next level. We don’t have one person running around claiming all the credit. We win as a team. This collaborative dynamic is crucial for elevating our performance to the next level.

Volker Kuhn - Reckitt

October 2024 - We’ve significantly improved top- and bottom-line business growth, consistently delivering top-tier industry growth and profitability. The Guttman approach to coaching “in the flow” of meetings had a huge impact. It was an eye-opening experience. Our skepticism soon dissolved as we saw the magic.

Edgar Huber - Nest NY

June 2024 - GDS’ HPT is a game-changer. The GDS focus on performance is crucial. We are evolving from a smaller, founder-focused business to a more significant one. Team members are much more engaged and empowered. Decision-making time is much shorter.

Jeff Bak - Imagine360

January 2024 - We’re getting 25- to 30-percent more done in a given quarter than we once did. There’s a greater sense of purpose to the way we approach a day, a week, a month, and a quarter. I would highly recommend GDS’ HPT journey! I would enthusiastically rehire Howard Guttman and his team.

Suzana Kubric - Nubank

September 2023 - The GDS HPT approach has a significant organization-wide impact. When you are at stake for one another, when you increase trust, focus on the priority issues, and manage conflict to avoid underground behavior, better results will follow. When senior leaders become high-performance players, you elevate the performance of the entire organization.
The high-performance team (HPT) process forced the team to look in the mirror.

Ann Christenson - Aimbridge

June 2023 - We have been on a significant growth journey through acquisitions and a merger. We had a transformation at the top of Aimbridge.
I love the GDS’s down-to-earth, non-theoretical, no-BS approach to organization development and change. GDS has been a great partner, resource, and ally in helping to move our organization forward. GDS does real work that gets real results.

David Bensadoun - Aldo Group

January 2023 - I have measurably more time than I used to. I certainly would not recommend HPT to our competitors! I don’t want them to have the HPT-level of performance. To CEOs of other companies, I would say that HPT is a way to unleash the full potential of your executive team and save time.

David Best - Newman's Own, Inc.

October 2022 - We’re a small company. Everyone, at every level, needs to be a leader and a doer.
The high-performance approach is the correct way to go, regardless of how you work: in the office, remotely, or in some combination of both. You get better results. Holding peers accountable, being candid, and breaking down silos is the best way to engage teams throughout the organization to achieve faster growth.

Liam Butterworth - GKN Automotive

June 2022 - I never have had so much time on my hands! I can now focus on company strategy, dealing with shareholders, and talent management. I like to be pragmatic, transparent, and direct. I’d recommend the GDS approach without hesitation to any senior team.
GDS came in with a very practical, hands-on, human approach and worked intimately with the team. It has made a huge difference for me, my team, and our organization.

Dean Patras - Horizon Therapeutics

February 2022 - We have experienced rapid growth in a short period of time and have nearly doubled our number of employees.
The HPT process encourages leaders to commit to their own development and to the development of those who report to them. It creates a strong leadership backbone, which is instrumental in the sustainable success of any organization. It’s been exciting to watch leaders in the organization evolve their HPT leadership capabilities. It’s exciting to see the lights go on and our leaders grow!

Gianni Pieraccioni - Maesa

October 2021 - We’ve moved quickly from talk to action. The company was undergoing a rapid transformation. My vision was to build a more decentralized and interdependent organization, more horizontal, and with less silo thinking and fewer lines of demarcation. Moving to the horizontal, high-performance model is essential, especially given the current new, younger generation of leaders coming up through the ranks. It takes willingness to be open, transparent, and vulnerable and the strong belief that when you build an organization of high-performance leaders you do create lasting value.

Risa Cretella- Sovos Brands

June 2021 - Millions of new consumers discovered our products for the first time and have stayed as buyers in our brand franchise.
Our greatest asset is our people, and key to maximizing the impact of our people is being highly organized around strategic priorities and being clear about who are the right people to make decisions. We have focused on embracing conflict and challenges to ensure that we work toward achieving the right outcomes for the business.
The GDS Team Development Wheel is one of my most useful tools. Progress comes from setbacks and from confronting issues. HPT enables you to get through the obstacles and come out stronger on the other side.

David Swers - Glen Raven, Inc.

February 2021 - We moved from being a traditional textile company to where we are today because of our ability to adapt and adjust. I’ve become clearer and more concise in communicating the vision and strategy of the organization, along with my goals, expectations, and the tactics needed to get there. I’m much more focused and results oriented. The team has also become much more focused. We’re pushing ourselves.

Charlie Jacobs - Delaware North Boston Holdings

January 2020 - Our C-suite executives are all on the same page. They have the “eyes” and ability to identify the best-of-the-best talent, who can play world-class hockey, lead, and win. Early returns from the fans have been extremely positive. We’ve hit our goals! The approach that GDS took was “This is all about empowering you. If you’re open, willing, and able to bring in a professional firm like Howard Guttman’s, I’d highly recommend that you do. I’ve used other processes, and they’re nowhere near as effective.

Nathaniel Davis - Drinkworks

September 2019 - The GDS tools enable our teams to excel. GDS provides the perfect methodology for us as a cross-functional leadership team and organization to drive to higher performance. I’m spending much less time navigating issues within the team because members are better equipped to deal with these between and among themselves. We had to carefully allocate inventory, hoping it would last six months. It sold out in six weeks. That’s 30,000 pods sold! The pilot was wildly successful.

Dr. Loren Skeist - Spellman High Voltage Electronics

March 2019 - This has been our best year by any objective measure, with 18% growth in profitable sales and steady progress in improving processes. The high-performance process improves dialogue and communication by clearing away interpersonal issues and creating a safer environment in which to give and receive feedback. These changes open the management group to new perspectives, helping them develop fresh insights.

Marc Speichert - GSK Consumer Healthcare

September 2018 - During my first year, I changed virtually every member of my leadership team. There’s much more enterprise-level thinking. We’re much better at putting hard issues on the table and vocalizing the issues that the team is facing. The horizontal, high-performance way of working and technology are great enablers of each other. The high-performance, horizontal approach creates a deep understanding of who you are as a leader and how best to rally the troops around you. It gives you the right toolkit to stay ahead.

Lisa O'Driscoll - Sovos

April 2018 - It is evident in our cross-functional, enterprise-wide mentality. I don’t see any leaders sitting around with functional hats on, thinking, “I’ll be a superstar by just focusing on my function.” You’d see a great sense of accountability and depersonalization not only in handling conflict but in how we assess progress in meeting business goals and in succeeding together as a team.

Todd Lachman - Sovos

March 2018 - High-performance, horizontal teams are a key competitive advantage.
The fundamentals of high-performance leadership are doubly important in start-ups. Accountabilities and decision-making protocols must be crystal clear; There’s no time for indecision and triangulation. The cornerstone elements of HPT [High Performance Teams] - leading horizontally and holding peers accountable - are critically important in keeping us focused and directing our energy to winning in the marketplace.

Derek Hopkins - Keurig Green Mountain

November 2017 - The HPT process begins with the leader.
The horizontal high-performance journey made a fundamental difference in how we work together. We have a common language; we deal with conflict much more quickly; and there is a tight level of team alignment on goals and ways of working. This allows us to execute much faster.
The HPT process begins with the leader. It gives you a new lens dealing with hard issues, not playing underground games or being political, giving feedback, taking an enterprise view, and the like.

Paul T. Parker - Royal Caribbean Cruises, Ltd.

June 2017 - We put on more shows nightly than does Broadway. We move more people around the world than most companies. Growing the workforce in five years by 30 percent, on a base of 70,000 employees, is a tall order, one that required us to become a high-performing, horizontal team. We’re running small floating cities. It’s very complex and requires figuring out what’s relevant to all our internal and external stakeholders. The horizontal, high-performance journey has helped me to build a cohesive, focused team and organization that set priorities and remain focused on what keeps us ahead of competitors.

Mary Beth DeNooyer - Pinnacle Foods, Inc.

March 2017 - We are leaner, scrappier, less system and process driven, less bureaucratic, and more entrepreneurial. Operating horizontally won’t happen organically; you have to engineer it! That takes being deliberate about what you want to accomplish and setting aside time to make it happen. We’ve used the HPT framework as an enabler for both performance and career development. HPT has brought us a common language and framework to talk about our expectations of leaders.