Eric has 15+ years of experience in corporations, government agencies and non-profits with expertise in designing and delivering large-scale systems change initiatives, as well as countless leadership development and executive education programs. He joined Cambridge Leadership Associates in 2007 to help establish a New York presence.
Eric’s passion is in building the leadership capacity of organizations facing increasingly complex energy and environmental resource constraints and regulations. Recently, he served as a guest lecturer at the 32nd PURC/World Bank International Training Program on Utility Regulation and Strategy. His other clients include Google, Verizon, the World Bank, Clinton Global Initiative, and U.S. Health and Human Services. Eric has delivered executive education at Cornell University and New York University, and currently a longitudinal leadership program for senior government executives in Abu Dhabi. Eric also co-manages strategy for CLA’s operations in Dubai and the Middle East.
Eric holds an MS in Organizational Change Management from Milano School of Management and a BS from the University of Michigan with training in engineering, operations research and systems analysis. Previously, he served in a governmental liaison capacity in Japan and in various strategic roles at a Rockefeller-affiliated international development organization.
The CLA logo honors the challenge that exercising true leadership entails.
The large dot in the center represents an opportunity for change, what we call an adaptive challenge. It is surrounded by the individuals and coalitions, represented by the small purple dots, which have a stake in tackling—or avoiding—the problem you face.
Individuals representing divergent views, yet actively engaged in working on the challenge “in the room,” are depicted in the inner circle. These outside dots represent constituents and their specific loyalties, values, and losses that will be affected when a progress is taken toward an adaptive challenge. These outside forces, are what those are “inside the room” represent and are managing and whether aware of them or not, the invested constituents can derail a solution.
The leadership opportunity lies in recognizing these competing commitments and helping the various members work through their articulation and potential losses. This adaptive stakeholder analysis needs to involve those both inside and outside the room. Acknowledging what might be lost or may have to be given up to make progress is critical. Without this first step, the loyalties and values to those outside responsibilities can make the Adaptive Challenge intractable.
By understanding the key factions around an Adaptive Challenge, you are more likely to develop strategies for recruiting allies, working with the opposition, and preparing for the casualties of the process. The diagnostic work is to observe the system by seeing the multiple relationships to the issue.
CLA engagements are only delivered by master practitioners.