I help organizations build effective perceptions, implement new approaches and improve the behaviors of their people. All these lead to success, competitive advantages and growth, while providing both customers and employees with a trusting and collaborative environment.
I began my journey as an expert clearing relationship obstacles about 20 years ago, when I joined my father, Dr. Claude Zarrouk, who developed organizational customer-centric cultures that he implemented in more than 20 countries. That’s how I started learning the business and discovered my passion for connecting people. Eventually, I developed my own method, which increases the sense of security among people, and increases their ability to ask for and receive help one from another to achieve the organization’s objectives. More That was the beginning of my journey working with management teams and managers in Israel and around the world, helping them change perceptions and behaviors and become customer focused. My international experience enables me to manage complex and changing situations, create measurable, long-term results in very short periods of time, and quickly motivate the entire human capital of an organization. I achieve all this by providing direction and conveying powerful and experiential messages in an unorthodox, enthusiastic manner.
Among our customers are leading Israeli enterprises and institutions, including Strauss Group, Bezeq, Orbotech, HPE, Hapoalim, Mizrahi Tefahot, Elbit, Mekorot National Water Company, Galilee Medical Center, Maccabi Healthcare Services, Soglowek, Clalit Health Services, Frutarom, Syngenta Zeraim Gedera, Hachshara Insurance Holdings, Migdal, Tmura, Schestowitz Company, Neopharm Group, Israel Fire and Rescue Services, the Israeli air force, Israel Police, Hashomer Hachadash, and the Or Movement.
"The enterprise is a living organism that can repair and heal itself."
The success of the method for clearing relationship obstacleslies in the fact that I perceive the organization as a living organism that can repair itself and be innovative. This can only take placewhen the organization is open and free of constraints. Through a process I developed, I help organizations overcome the barriers that hold them back. This is achieved by focusing in four areas: between members of management, between the organization and external entities (customers and strategic partners), between managers and employees, and between departments and divisions. The success of the process is measured by how it contributes to improving business results.
Together with management, we set the objectives, targets and KPIs for the desired change in the organization’s culture, and for developing trust and partnerships inside and outside to create a profitable customer experience. To ensure the success of the process, managers and employees must clearly identify the relationship between the process, the strategy and their work plans. Thanks to this process, it is possible to remove initial obstacles. I adapt the process to the needs, uniqueness and culture of each organization. Success is achieved when the management team agrees on the targets, objectives and business measurements.
In a two-day workshop, the management team goes through a process of evaluating perspectives aimed at expanding their sense of responsibility in four main areas:
To clear relationship obstructions, people must take responsibility. This leads to the development of an organizational language. This is achieved through individual and group exercises that are provocative, thought provoking, challenging, and fun. Conceptualization generates a new language that leads to a change in perception. In turn, this becomes a new organizational language that leads to change – the ultimate desired result.
Managers practice how to take pride in the accomplishment of others and to give face-to-face feedback based on simple structured rules. They write down what they plan to say to colleagues and employees. After preparing them using clear guidelines, they begin to read the feedback. The next stage is to learn the methodology and receive feedback and compliments from others.
At the end of the exercise, participants learn how to translate the feedback into an agreed-upon applicable action plan that aims at improving the organization’s performance. This is a constructive, safe and evolving process that ensures that people’s feelings are not hurt and where nobody is offended.
The results of this phase are better partnerships, less wasted energy, and increased customer value. It is an open, legitimate process that enables people to openly talk about complex and sensitive issues.
After the third phase, monthly guided meetings are conducted to apply the new learned language until it becomes part of the organization’s DNA. At a monthly 3-hour management meeting, the team maps successes, failures and obstructions that were cleared(or not cleared) since the previous meeting, within the group, with customers and partners, in the company, among management levels and in other work-related interfaces. An analysis of these events leads to overcoming the hurdles on the way, and enables to implement a culture that is willing to learn and draw conclusions. Strategic customers, partners and employees are invited to participate in these meetings as needed.
Once the process has been implemented by management, one or two other levels are incorporated so that they can learn and adopt the new cultural language and skills. Then they participate in some of the management’s meetings.
"In a complex, constantly changing world, the most important threat the organization faces is its arrogance."
360-degree process with senior management teams to develop an organizational culture that leads to a successful implementation of the strategy and to optimum business results.
Growth and success in a complex and changing world
Conditions for expanding innovation in the organization
Improving customer experience
Trust and partnership
Interfacing with others
Duration: 60-90 minutes.
"Everything has to do with our ability to listen."