Testimonials about Dr Irv
Rubin & Temenos
- Dr. Ray Fernandez had little idea of the enormity of the personal
transformation he would be called upon to make when he agreed
to move from being Medical Director of the Nalle Clinic in Charlotte,
N.C to becoming its CEO- Consistent with the medical model with
which he and his colleagues were most familiar,Temenos'® first
task was to assess the human health of the organization. During
an off-site retreat which Temenos® designed and conducted,these
data were fed back to the organization's senior physician and
non-physician leadership. This process yielded decisions which
served as the basis of a five year organizational development
plan which Temenos® supported on a consultative and training
basis This entire case experience was written up by Dr. Rubin
(co-authored by Dr Fernandez) in My Pulse Is Not What It Used
To Be: The leadership Challenges In Health Care In their review
of My Pulse, The Journal of the American Medical Association
said that "Dr. Rubin's sensitivity to organizational issues
would facilitate the transformation of the health care system!"
- Teresa Lever-Pollary, CEO of Nightirne Pediatrics Clinics
in Salt Lake, knew that employees without finely tuned relationship
skills was costing her organization direct bottom line dollars...not
to mention poorly cared for patents/customers. Over a period
of five years, Temenos® provided at of the organizational
development consultative support, and training and development
interventions, needed to empower Nightime to create an entirely
new caring-oriented organizational culture. The unique aspect
of this culture, which is what sets Nightime apart from their
competition, is that task and relationship performance are
given equal weight in determining performance. "Without
the behavioral quality assurance skills and technologies Temenos® has
brought to us," Teresa Lever-Pollary commented, "Nightime's
efforts to achieve an organizational culture focused on excellence
would be missing a vital leg to stand on."
- For Harris Chan, General Manger of The Orchid at Mauna Lani
on the Big Island of Hawaii, the challenge of striving to become
a Five Diamond hotel when you already have four to your credit
is business as usual. A championship level of teamwork and
collaboration-and of ohana spirit-would be essential. Temenos® was
instrumental in the design and conduct of the process by which
he and his senior leadership team were able to plan the steps
needed to capture the gold. As a result of the "powerful
discussions and collaborative efforts on the part of each member
of the management team", this event, Mr. Chan concluded, "will
help each and every employee embrace Aloha Spirit...that will
bring our guests back again and again.... Mahalo, Irwin, for
a lasting impression."
- His most recent book (co-authored with Dr. Tom Campbell),
The ABCs of Effective Feedback: A Guide For Caring Professionals
(Jossey-Bass, San Francisco,1998), has garnered rave reviews
that include Ken Blanchard's (co-author of the OneMinute Manager)
observation that "The ABCs of Effective Feedback will
take longer than a minute to read but wit yield a lifetime
of returns." Dr. Edgar H. Schein (Sloan Fellows professor
of management emeritus, M.I.T. Sloan School of Management)
offers kudos for a book that provides "a much needed practical
guide to giving and receiving feedback....a guide that is essential
to the successful conduct of one of humanity's most important
activities-productive conversation."
- When Telecom of New Zealand decided it needed to "increase
customer satisfaction levels and strengthen [its] competitive
edge," they turned to Temenos® to help them to create
an organizational culture where every customer-internal and/or
external-would experience the lasting power of win-win interactions.
Temenos designed a tailored version of its ABCs of Win-Win
Relationships program and then trained internal Telecom trainers
to carry it forward. After an initial evaluation of the program's
results, Margaret Jones, Training Manager, noted: When Telecom's
customers experience a win-win interaction with [any] Telecom
representative, they feel positive and satisfied about Our
organization."
- The Ministry of Justice was one of the largest arms of the
New Zealand public service to face the challenges of privatization.
The Ministry's 5,000 employees needed an entirety new set of
behavioral skills to support a cultural transformation of such
magnitude and scope. Temenos® was asked to design these
skill building interventions and, after extensive testing and
refinement, to train a cadre of internal trainers to deliver
the programs. New Zealand's Secretary for Justice, David Oughton,continued
to champion this effort thus ensuring that win-win relationship
skills-along with essential technical skills-were solidly implanted
into the fabric of the almost 5,000 employees in the New Zealand
Justice system. 'A hallmark of the course is that it is very
much owned by Department staff," Oughton said. The commitment
of trainers, who are all volunteers [a cadre of 60 in-house
trainers were trained to deliver the customized program], is
excellent and the skills learned are being used to help staff
in their relationships with each other and the Department's
customers."
- For Paul Sokoloff, the Director of Performance Consulting
at Carondelet Health, the challenge was to "Our challenge
at Carondelet Health was to better align our leadership and
culture with our mission and values. It was important that
whatever we were going to do, that it not be a "program," but
a process that could be integrated and woven into the fabric
of our culture. I know that I can speak for our President,
George Zara and our VP of Organizational Development, Dawn
Meng, when I say that implementation of the ABCs has become
a critical success factor in our organizational transformation."
- Reg Garters, the CEO of the New Zealand Institute of Management,
Canterbury Division, heads an organization which "stages
a four week Advanced Management Programme led by an international
faculty. The last week of the programme is led by Irv Rubin
and has been for all of the stagings from the time we began
in 1979. This says something about the character. Firstly he
is someone who is totally committed when he believes that he
is adding value. It's for this reason that he has always been
committed to our Advanced Management Programme and given it
absolute enthusiasm and drive. In all of the stagings since
1979 I can honestly say that the feedback we have received
about his facilitating skills and professionalism has been
nothing short of outstanding. Irv Rubin has not only made a
great contribution to our organisation, he has done so much
for our country as a whole through his involvement with many
significant corporate's that operate here and where he is held
in the highest esteem."
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