Connecting the Dots of Whole Body Decisions™

Clients learn to consider the head, heart, and gut with equal weight.

Roeder Consulting was hired to ease the merger of two Cleveland-based not-for-profit organizations. While there were many moving pieces, the good news was the board of directors at both organizations had agreed to merge. The challenge they now faced was seamlessly blending their different cultures. While determined to work together, the last thing either organization wanted was the merge to slow down their ability to get things done.

Early on, we noticed the two organizations embraced separate, seemingly opposite components of Whole Body Decisions™. Whole Body Decisions™ require people and teams to make decisions not just with their head, not just with their heart, and not just with their gut - but by listening equally to the signals from all three.

Learning to balance all three sources of information takes time. When we first met them, one team tended to favor what they felt in their hearts and their guts. When they had a vision, they just went after it. The other team had a tendency to listen mostly to their head, and made decisions based only on what they could thoroughly and tangibly rationalize. Without studying the numbers, it could be challenging for them to make choices

The three components of Whole Body Decisions™ were clearly there - the two teams just needed to to balance their focus, and fully embrace signals from the head, heart, and gut. Roeder Consulting helped them understand that neither team was wrong in their approach, but that both were undervaluing different pieces of the equation. We turned what might have been a culture conflict into a stronger and more holistic way of thinking.

Roeder Consulting's time-tested Whole Body Decisions™ framework meant we hit the ground running and knew what to look for. The perspective of a third-party expert in interpersonal skills allowed for a proactive and effective strategy implementation.

As a result of our Whole Body Decisions™ training, these two organizations successfully merged and rebranded. Today, they annually serve 25,000 people in the Cleveland area.