change Results consulting

dedicated to improving business performance

current and past clients

WHY CRC

With our pragmatic approach to change, we can help you:

develop an organization change strategy

manage mergers & major organization changes

design an effective organization structure

create custom leadership development strategies to build bench strength

involve & engage employees across the enterprise

change results to higher levels of performance

build a healthy culture that promotes diversity & inclusion

SOLUTIONS & Services

ABOUT CRC

 

Barbara Davis (formerly Yoli) is principal of Change Results Consulting, a consulting firm specializing in organization change, executive and leadership development, sales force effectiveness, and succession planning. Change Results recently launched the Resiliency Results™ toolkit designed to help leadership and sales teams increase the resiliency of their organizations. Barbara also serves as a Senior Consultant for Psychological Associates where she develops and delivers customized training and leadership development programs for Fortune 200 companies.

Prior to launching Change Results Consulting, Barbara was Global Director of Organization Development for Arrow Electronics Inc., one of the world’s largest distributors of electronic components and computer products. She managed a team of training and organization development professionals responsible for executive development, succession planning, organization change, and management development worldwide. Her projects included overseeing several acquisitions and mergers, 360° feedback programs, worldwide talent reviews, employee communications, and sales organization redesign projects. She has extensive international experience in training, organization change, and executive coaching.

Before joining Arrow, Barbara was the Manager of Training and Organization Development for Newsday, one of the largest newspapers in America. During her tenure, she led change management projects, launched executive development and 360° programs, and worked with senior executives on employee and labor relations issues. She began her career as a sales manager in advertising and circulation.

Barbara is a Phi Beta Kappa graduate of the State University of New York at Stony Brook with a Bachelor of Arts Degree in Political Science and a Graduate Certificate in Labor Relations. She is a member of the Professional Society for Sales and Marketing Training, the Organization Development Network, and the Society for Human Resources Management.

She is the author of several articles including “A Career Crossroads – Do top sales people make the best sales managers?” and “Building Resiliency into the Fabric of Your Organization.”

FAQs

  •  What is shadow consulting?

    Change Results Consulting provides what we call “shadow consulting” to internal human resources and organization development teams. The idea is for the external consultant to remain behind the scenes, advising and training internal consultants. This ensures that the internal consultant is seen as the leader of the consulting strategy and is better positioned within the organization to make a difference. The goal of shadow consulting is to transfer the skills and consulting strategies to internal experts, increasing the likelihood of effective, long-term solutions.

  • How does Change Results Consulting work with clients?

    Our main goal is to focus on the immediate strategies that would improve business results. We also do not believe in consultant dependency. Ideally, we prefer to transfer the strategy and approaches to internal consultants over time. Finally, one of the requirements for associates of the firm is that they have experience as an internal practitioner. We believe that to develop pragmatic and applicable solutions, you must have experience working inside a business operation.

  • How do companies manage the feedback in their 360º feedback programs?

    While many companies decide that only the feedback recipient should see and use the feedback, the best use involves both the feedback recipient and his or her manager. Research shows that 360° feedback alone does not result in changes in behavior. When the manager’s boss is involved in both understanding the feedback and working on the coaching and development plan, the recipient is more likely to act on the development plan and grow as a result.

  • What are the benefits of 360° Feedback?

    As managers rise in an organization, they get less and less feedback. They develop blind spots that the people who work with them everyday see but don’t tell them about. The one person who may give feedback, the boss, often has the least visibility to the manager’s actual behavior on the job. In fact, when we collect feedback, we often find the boss to be the most lenient rater and to have the least knowledge of the manager’s performance in areas such as motivating others or developing direct reports. Without feedback, managers can’t improve because they don’t know what to improve.

  • What about feedback instruments that claim to be self-explanatory?

    Any company that claims that the 360° feedback report can just be handed to the learner should be viewed very skeptically. This has often led to misunderstandings about the feedback at a minimum, and abuse of the feedback at the other extreme. No reputable consulting firm or 360° feedback provider would recommend handing a report to a manager with no help on working through it. While this is best done with individuals, many companies have had success with workshops that help participants work through their report.

RESOURCES

presentations/speeches

  • Managing Change During Mergers, Acquisitions, and Corporate Mayhem
  • Making Mentoring Work
  • Improving Productivity that Matters: The Sales Organization
  • Accelerating Cultural Change
  • Winning Strategies for the War for Talent
  • Leading Across Generations

Contact info@changeresults.com
if you would like more information about speeches and presentations.

Contact us

Barbara Yoli Davis, Principal

Change Results Consulting

http://www.changeresults.com

barbara@changeresults.com

Change Results Consulting

200 Ocean Crest View Drive

Suite 210

Palm Coast, FL 32137

Office: 321-432-6345

Fax: 321-244-0660

For more information about Change Results Consulting send an email to: barbara@changeresults.com

Copyright © 2022 Change Results Consulting.
All Rights Reserved.

develop an organization change strategy

manage mergers & major organization changes

design an effective organization structure

create custom leadership development strategies to build bench strength

involve & engage employees across the enterprise

change results to high levels of performance

build a healthy culture that promotes diversity & inclusion

 

Barbara Davis (formerly Yoli) is principal of Change Results Consulting, a consulting firm specializing in organization change, executive and leadership development, sales force effectiveness, and succession planning. Change Results recently launched the Resiliency Results™ toolkit designed to help leadership and sales teams increase the resiliency of their organizations. Barbara also serves as a Senior Consultant for Psychological Associates where she develops and delivers customized training and leadership development programs for Fortune 200 companies.

Prior to launching Change Results Consulting, Barbara was Global Director of Organization Development for Arrow Electronics Inc., one of the world’s largest distributors of electronic components and computer products. She managed a team of training and organization development professionals responsible for executive development, succession planning, organization change, and management development worldwide. Her projects included overseeing several acquisitions and mergers, 360° feedback programs, worldwide talent reviews, employee communications, and sales organization redesign projects. She has extensive international experience in training, organization change, and executive coaching.

Before joining Arrow, Barbara was the Manager of Training and Organization Development for Newsday, one of the largest newspapers in America. During her tenure, she led change management projects, launched executive development and 360° programs, and worked with senior executives on employee and labor relations issues. She began her career as a sales manager in advertising and circulation.

Barbara is a Phi Beta Kappa graduate of the State University of New York at Stony Brook with a Bachelor of Arts Degree in Political Science and a Graduate Certificate in Labor Relations. She is a member of the Professional Society for Sales and Marketing Training, the Organization Development Network, and the Society for Human Resources Management.

She is the author of several articles including “A Career Crossroads – Do top sales people make the best sales managers?” and “Building Resiliency into the Fabric of Your Organization.”

  •  What is shadow consulting?

    Change Results Consulting provides what we call “shadow consulting” to internal human resources and organization development teams. The idea is for the external consultant to remain behind the scenes, advising and training internal consultants. This ensures that the internal consultant is seen as the leader of the consulting strategy and is better positioned within the organization to make a difference. The goal of shadow consulting is to transfer the skills and consulting strategies to internal experts, increasing the likelihood of effective, long-term solutions.

  • How does Change Results Consulting work with clients?

    Our main goal is to focus on the immediate strategies that would improve business results. We also do not believe in consultant dependency. Ideally, we prefer to transfer the strategy and approaches to internal consultants over time. Finally, one of the requirements for associates of the firm is that they have experience as an internal practitioner. We believe that to develop pragmatic and applicable solutions, you must have experience working inside a business operation.

  • How do companies manage the feedback in their 360º feedback programs?

    While many companies decide that only the feedback recipient should see and use the feedback, the best use involves both the feedback recipient and his or her manager. Research shows that 360° feedback alone does not result in changes in behavior. When the manager’s boss is involved in both understanding the feedback and working on the coaching and development plan, the recipient is more likely to act on the development plan and grow as a result.

  • What are the benefits of 360° Feedback?

    As managers rise in an organization, they get less and less feedback. They develop blind spots that the people who work with them everyday see but don’t tell them about. The one person who may give feedback, the boss, often has the least visibility to the manager’s actual behavior on the job. In fact, when we collect feedback, we often find the boss to be the most lenient rater and to have the least knowledge of the manager’s performance in areas such as motivating others or developing direct reports. Without feedback, managers can’t improve because they don’t know what to improve.

  • What about feedback instruments that claim to be self-explanatory?

    Any company that claims that the 360° feedback report can just be handed to the learner should be viewed very skeptically. This has often led to misunderstandings about the feedback at a minimum, and abuse of the feedback at the other extreme. No reputable consulting firm or 360° feedback provider would recommend handing a report to a manager with no help on working through it. While this is best done with individuals, many companies have had success with workshops that help participants work through their report.

develop an organization change strategy

manage mergers & major organization changes

design an effective organization structure

create custom leadership development
strategies to build bench strength

involve & engage employees across the enterprise

change results to high levels of performance

build a healthy culture that promotes diversity & inclusion

 

Barbara Davis (formerly Yoli) is principal of Change Results Consulting, a consulting firm specializing in organization change, executive and leadership development, sales force effectiveness, and succession planning. Change Results recently launched the Resiliency Results™ toolkit designed to help leadership and sales teams increase the resiliency of their organizations. Barbara also serves as a Senior Consultant for Psychological Associates where she develops and delivers customized training and leadership development programs for Fortune 200 companies.

Prior to launching Change Results Consulting, Barbara was Global Director of Organization Development for Arrow Electronics Inc., one of the world’s largest distributors of electronic components and computer products. She managed a team of training and organization development professionals responsible for executive development, succession planning, organization change, and management development worldwide. Her projects included overseeing several acquisitions and mergers, 360° feedback programs, worldwide talent reviews, employee communications, and sales organization redesign projects. She has extensive international experience in training, organization change, and executive coaching.

Before joining Arrow, Barbara was the Manager of Training and Organization Development for Newsday, one of the largest newspapers in America. During her tenure, she led change management projects, launched executive development and 360° programs, and worked with senior executives on employee and labor relations issues. She began her career as a sales manager in advertising and circulation.

Barbara is a Phi Beta Kappa graduate of the State University of New York at Stony Brook with a Bachelor of Arts Degree in Political Science and a Graduate Certificate in Labor Relations. She is a member of the Professional Society for Sales and Marketing Training, the Organization Development Network, and the Society for Human Resources Management.

She is the author of several articles including “A Career Crossroads – Do top sales people make the best sales managers?” and “Building Resiliency into the Fabric of Your Organization.”

  • How does Change Results Consulting work with clients?

    Our main goal is to focus on the immediate strategies that would improve business results. We also do not believe in consultant dependency. Ideally, we prefer to transfer the strategy and approaches to internal consultants over time. Finally, one of the requirements for associates of the firm is that they have experience as an internal practitioner. We believe that to develop pragmatic and applicable solutions, you must have experience working inside a business operation.

  •  What is shadow consulting?

    Change Results Consulting provides what we call “shadow consulting” to internal human resources and organization development teams. The idea is for the external consultant to remain behind the scenes, advising and training internal consultants. This ensures that the internal consultant is seen as the leader of the consulting strategy and is better positioned within the organization to make a difference. The goal of shadow consulting is to transfer the skills and consulting strategies to internal experts, increasing the likelihood of effective, long-term solutions.

  • How do companies manage the feedback in their 360º feedback programs?

    While many companies decide that only the feedback recipient should see and use the feedback, the best use involves both the feedback recipient and his or her manager. Research shows that 360° feedback alone does not result in changes in behavior. When the manager’s boss is involved in both understanding the feedback and working on the coaching and development plan, the recipient is more likely to act on the development plan and grow as a result.

  • What are the benefits of 360° Feedback?

    As managers rise in an organization, they get less and less feedback. They develop blind spots that the people who work with them everyday see but don’t tell them about. The one person who may give feedback, the boss, often has the least visibility to the manager’s actual behavior on the job. In fact, when we collect feedback, we often find the boss to be the most lenient rater and to have the least knowledge of the manager’s performance in areas such as motivating others or developing direct reports. Without feedback, managers can’t improve because they don’t know what to improve.

  • What about feedback instruments that claim to be self-explanatory?

    Any company that claims that the 360° feedback report can just be handed to the learner should be viewed very skeptically. This has often led to misunderstandings about the feedback at a minimum, and abuse of the feedback at the other extreme. No reputable consulting firm or 360° feedback provider would recommend handing a report to a manager with no help on working through it. While this is best done with individuals, many companies have had success with workshops that help participants work through their report.

develop an organization

change strategy

manage mergers & major
organization changes

design an effective
organization structure

create custom leadership development
strategies to build bench strength

involve & engage employees

across the enterprise

change results to high
levels of performance

build a healthy culture that
promotes diversity & inclusion

more than ever before, resiliency is a critical organizational and individual competency

Resilient employees bounce back from setbacks and focus on what can be done rather than on what cannot.

As companies navigate the rough rapids of the environment businesses face today, resiliency becomes a differentiator and a predictor of the companies that will survive and thrive.

To help our clients meet the demands in today's business climate, Change Results has recently launched RESILIENCY RESULTS™.

This comprehensive toolkit is designed to help you select resilient employees, develop resiliency as a competency in individuals and teams, and build resiliency into your company's culture.

 

Barbara Davis (formerly Yoli) is principal of Change Results Consulting, a consulting firm specializing in organization change, executive and leadership development, sales force effectiveness, and succession planning. Change Results recently launched the Resiliency Results™ toolkit designed to help leadership and sales teams increase the resiliency of their organizations. Barbara also serves as a Senior Consultant for Psychological Associates where she develops and delivers customized training and leadership development programs for Fortune 200 companies.

Prior to launching Change Results Consulting, Barbara was Global Director of Organization Development for Arrow Electronics Inc., one of the world’s largest distributors of electronic components and computer products. She managed a team of training and organization development professionals responsible for executive development, succession planning, organization change, and management development worldwide. Her projects included overseeing several acquisitions and mergers, 360° feedback programs, worldwide talent reviews, employee communications, and sales organization redesign projects. She has extensive international experience in training, organization change, and executive coaching.

Before joining Arrow, Barbara was the Manager of Training and Organization Development for Newsday, one of the largest newspapers in America. During her tenure, she led change management projects, launched executive development and 360° programs, and worked with senior executives on employee and labor relations issues. She began her career as a sales manager in advertising and circulation.

Barbara is a Phi Beta Kappa graduate of the State University of New York at Stony Brook with a Bachelor of Arts Degree in Political Science and a Graduate Certificate in Labor Relations. She is a member of the Professional Society for Sales and Marketing Training, the Organization Development Network, and the Society for Human Resources Management.

She is the author of several articles including “A Career Crossroads – Do top sales people make the best sales managers?” and “Building Resiliency into the Fabric of Your Organization.”

  •  What is shadow consulting?

    Change Results Consulting provides what we call “shadow consulting” to internal human resources and organization development teams. The idea is for the external consultant to remain behind the scenes, advising and training internal consultants. This ensures that the internal consultant is seen as the leader of the consulting strategy and is better positioned within the organization to make a difference. The goal of shadow consulting is to transfer the skills and consulting strategies to internal experts, increasing the likelihood of effective, long-term solutions.

  • How does Change Results Consulting work with clients?

    Our main goal is to focus on the immediate strategies that would improve business results. We also do not believe in consultant dependency. Ideally, we prefer to transfer the strategy and approaches to internal consultants over time. Finally, one of the requirements for associates of the firm is that they have experience as an internal practitioner. We believe that to develop pragmatic and applicable solutions, you must have experience working inside a business operation.

  • How do companies manage the feedback in their 360º feedback programs?

    While many companies decide that only the feedback recipient should see and use the feedback, the best use involves both the feedback recipient and his or her manager. Research shows that 360° feedback alone does not result in changes in behavior. When the manager’s boss is involved in both understanding the feedback and working on the coaching and development plan, the recipient is more likely to act on the development plan and grow as a result.

  • What are the benefits of 360° Feedback?

    As managers rise in an organization, they get less and less feedback. They develop blind spots that the people who work with them everyday see but don’t tell them about. The one person who may give feedback, the boss, often has the least visibility to the manager’s actual behavior on the job. In fact, when we collect feedback, we often find the boss to be the most lenient rater and to have the least knowledge of the manager’s performance in areas such as motivating others or developing direct reports. Without feedback, managers can’t improve because they don’t know what to improve.

  • What about feedback instruments that claim to be self-explanatory?

    Any company that claims that the 360° feedback report can just be handed to the learner should be viewed very skeptically. This has often led to misunderstandings about the feedback at a minimum, and abuse of the feedback at the other extreme. No reputable consulting firm or 360° feedback provider would recommend handing a report to a manager with no help on working through it. While this is best done with individuals, many companies have had success with workshops that help participants work through their report.

develop an organization

change strategy

manage mergers & major
organization changes

design an effective

organization structure

create leadership development

involve & engage employees
across the enterprise

change results to higher
levels of performance

build a healthy culture that
promotes diversity & inclusion

strategies to build bench strength

 

Barbara Davis (formerly Yoli) is principal of Change Results Consulting, a consulting firm specializing in organization change, executive and leadership development, sales force effectiveness, and succession planning. Change Results recently launched the Resiliency Results™ toolkit designed to help leadership and sales teams increase the resiliency of their organizations. Barbara also serves as a Senior Consultant for Psychological Associates where she develops and delivers customized training and leadership development programs for Fortune 200 companies.

Prior to launching Change Results Consulting, Barbara was Global Director of Organization Development for Arrow Electronics Inc., one of the world’s largest distributors of electronic components and computer products. She managed a team of training and organization development professionals responsible for executive development, succession planning, organization change, and management development worldwide. Her projects included overseeing several acquisitions and mergers, 360° feedback programs, worldwide talent reviews, employee communications, and sales organization redesign projects. She has extensive international experience in training, organization change, and executive coaching.

Before joining Arrow, Barbara was the Manager of Training and Organization Development for Newsday, one of the largest newspapers in America. During her tenure, she led change management projects, launched executive development and 360° programs, and worked with senior executives on employee and labor relations issues. She began her career as a sales manager in advertising and circulation.

Barbara is a Phi Beta Kappa graduate of the State University of New York at Stony Brook with a Bachelor of Arts Degree in Political Science and a Graduate Certificate in Labor Relations. She is a member of the Professional Society for Sales and Marketing Training, the Organization Development Network, and the Society for Human Resources Management.

She is the author of several articles including “A Career Crossroads – Do top sales people make the best sales managers?” and “Building Resiliency into the Fabric of Your Organization.”