……….Create Healthy and Viable Families and Organizations
Family Development Services
In the 21st century, households are the new engines of economic growth and success. Family growth and development is paramount to the nations well being from both social and economic perspectives. However, for most families, the role of being a major, active economic player is a mixed blessing.
Increasing levels of family stress in today's competitive environment have altered family roles and expectations in parenting, career formations, and basic household responsibilities -particularly as families move through later stages of family life. Family Development Across Family Cycles and Service Needs In the initial stages of family development, the search for independence is a dominating consideration. How does an emerging young family live within its own income and wealth means in the face of the largess or lifestyle entrapments of the extended family? Consumerism is a major challenge. Buying and saving decisions reflect rational, emotional beliefs, and aspirations. Learning to make good decisions is process of learning by doing. The stresses and strains of buying the first (and sometimes second family car) or buying the first house or managing large debts (consolidated from the past) or pursing some mixture of these experiences are important investment decisions for young families and should treated no less in terms risk of taking than major investments by businesses. Sometimes young families have to make family positioning decisions. Entrepreneurial postures of seeking more independence in careers and family living environments may often lead to downsizing in highly, visible lifestyle investments. With declining government and corporate middle management opportunities, young families are likely to face increasingly even more risky entrepreneurial choices. How much risk should families take in making commitments to career directions: two-family or one- career? Should the family grubstake a self-employment venture or join a promising startup group? What level of risk and uncertainty should the family assume in selecting k through 8 schools: public or private or a combination of both? As families mature, issues of dependence and interdependence can become complex and overwhelming. Families in midlife, for example, are pushed at once to expand boundaries to give more autonomy to adolescents and launching older children as independent decision-makers, and at the same time, they are consciously removing boundaries of independency and searching for inclusiveness of older generations as family members. Significant amounts of time and energy by heads of households must be invested in providing planning and management support for growing children and aging parents. The midlife phase of family life is where issues of the young and the old are differentiated and recognized. It creates the most demanding and vulnerable period for family planning and decision-making. Career changes, health crises, education issues, and personal financial management crises are most likely to occur in midlife than at any other time. Maturing families face considerable uncertainties and turbulences in today's economic environment. Pensions and retirement benefits are no longer guaranteed. Health care costs are rising and the prospects for long term, affordable care are troubling. Education costs, higher education, in particular, have increased almost twofold in the last 15 years, and the prospects for even well-off families meeting such a financial challenge from savings and investments are not promising. Government safety nets for health and education are rapidly vanishing. At the same time, managing family resources in today's fluctuating marketplace requires management and planning skills most families don't have. Either heads of households are too busy with careers or they are unable to handle the emotional stress of providing the required managing support, or some combination of both. Czand Services The time is ripe to work with families and family leadership to build capacities to meet family management issues head on. Families are under great pressures to prepare for futures with less government support, more self-sufficiency, and more resolve to function collectively as organized decision makers. Families will have to get more bang from family resources. Czand is committed to working with the family or groups of families seeking to learn and to develop through collaborations and shared learning initiatives. Czand will provide planning and problem-solving services to support family development along several lines:
Czand will help a family set and achieve realistic financial goals. In the process, we assist with the development of decision-making and planning skills to help families move toward long-term self-sufficiency.
Czand will help families explore alternative management strategies for changing life styles by delving into personal values and family aspirations.
Czand will provide financial turnaround services for families seeking to meet cost-cutting targets under chapter 11 and 13 bankruptcy plans.
Czand will provide counseling support and follow-up coaching to help families learn to get beyond this period and move into an upward swing once again.
Czand will conduct group workshops and clinics for families seeking to eliminate recurring credit management issues and searching for new strategies to help them become financially solvent.
Intergenerational Family Development
Czand will facilitate, monitor, and evaluate all service providers for elderly adult family members within the family unit and recommend strategic alternatives.
Czand will develop education plans and identify feasible options for youths or key family providers seeking post-secondary educational opportunities to advance careers.
Czand is particularly dedicated to providing support for parents crossing that boundary into higher education for the first time.
Personalized Executive Assistance
Czand will organize, plan, and develop 'temporary' teams to complete family and personal management tasks for top level executives and managing partners of businesses, legal, and medical firms.
Czand will coach and counsel personal assistants of top-level executives on the application of 'open-problem' approaches to family and personal tasks.
The premise upon which this line of services rests is that family members can develop capacities to plan and to make management decisions efficiently and effectively if they are given the tools and know how to do so.
Czand will intervene and help families to develop the necessary foundations to be successful planners and decision makers.
As we enter the 21st century, organizations must increasingly become frameworks for bringing together people seeking opportunities to grow through sharing and participation in all aspects of an organization's life. Organizations are flatter and less dependent on the traditional skills of managers. Success depends on the technical skills, the human qualities, and commitments of all participants, and not just a few chosen professionals or bosses.
Are you experiencing high and needless turnover?
Are you able to recruit and hold new and talented employees?
Are your managers experiencing identity crises as a result of having less of the traditional 'boss' activities to manage as you move toward a team problem-solving environment?
Mentoring offers a powerful tool for attacking these problems.
Mentoring releases the personal power of the mentor and protégé to grow and to learn. It creates a learning environment where mutual searching can create wisdom and understanding for everyone. The collective aspirations and capacity of the organization are enriched by the synergy of mentoring.
Czand will design mentoring programs, provide coaching support during phases of implementation, design assessments and reviews as the program reaches maturity, and provide intervening counseling and coaching upon request as the organization seeks new levels of success through its mentoring program. Dr. C. Z. Wilson designed and implemented the Faculty Development Program, a highly successful faculty-mentoring program at UCLA. Under contract with the MTA, he designed and facilitated contractor collaborations between major contractors and small local minority firms using mentor/protégé approaches. Dr. Wilson's own experience, as a mentor is testimony to his commitment to mentoring as an avenue for building interpersonal trust, partnerships, and long-term compassionate relationships. If you are committed to seeing your company grow and thrive in changing economic environments, you ought to be committed to learning what a mentoring program can do within your organization.
STRATEGIC PLANNING SERVICES
Czand can help you remove the mystic of strategic planning through creating a better understanding of planning processes and making strategies work!
Everybody Has To Plan
Every living thing has to engage in planning at some level to grow and survive. Biologists, anthropologists, economists, and students of every stripe share this common belief. Individuals, families, organizations, and communities are, therefore, bound by nature to pursue planning processes.
Strategic planning is about planning processes designed to confront high degrees of uncertainties in complex environments where individuals, families, and organizations pursue goal-oriented behavior. The key elements of planning behavior that differentiate strategic planning from 'routine', 'instinctive', or 'simplistic' planning are high degrees of uncertainty , complex environments , and goal orientation.
When businesses decide to enter highly competitive markets, they quickly recognize that a strategy or plan has to be developed, implemented, monitored, and constantly tweaked to face the challenges of the existing market place. The plan is considered strategic because the firm has to deal with the uncertainties of both domestic and global competitors, suppliers, expanded human resource needs, and capital markets. In addition, they have to deal with internal organization considerations such as the organization's culture, goals and goal structures, managerial strengths, plus a host of factors that are not easy to predict and control. It is not surprising, therefore, strategic planning has become synonymous with business planning. But clearly strategic planning has far reaching implications for all decision-makers.
When family heads of households organize family budgets to guide monthly outlays for food, clothing, entertainment, and travel in order to stay within the monthly family income, we are usually dealing with 'routine' not strategic planning decisions. On the other hand, if the family is dealing with a family budget where the income will vary because one member of the family team is an alcoholic and about to enter a twelve-step recovery program, and the other is an e-commerce manager in a firm with declining market prospects for revenue and survival, the planning process becomes more complex and more uncertain. Similarly when a not-for-profit community based enterprise decides to reposition itself in the K-12 education market and selects an aggressive CEO that is determined to expand beyond its core Head Start contract (now 15 years old), the Board of Directors and the management team face new levels of market uncertainties, as well as risks in developing organizational competencies. The planning process has to become more complex. How can risk capital be accessed? Evidence suggests that investors are dubious about 'start up' firms sustaining long run profitability in head-to-head competition with local public education systems.
Czand's strategic management services mirror over 30 years of Dr C. Z. Wilson's research and experiences in management problem-solving. Czand leverages strategy development and a variety of organizing tools as mechanisms for reducing risk, uncertainty, and environmental turbulence for problem-solvers. For business and large organizations. Czand will:
Develop Strategy (Strategic Plans)
Complete external assessments: develop customer profiles, analyze task environments, and identify factors critical to success.
Complete internal assessments: evaluate and determine market position, assess management resources, operational systems, management systems, and organization culture.
Facilitate the Implementation of Strategy
Identify and organize inter-organizational relationships and arrangements to reduce uncertainties in marketing. Increase, for example, access to inner city markets, establish supplier networks, and promote public/private partnerships
Undertake environmental scanning to identify multicultural and social factors restricting and constraining key patterns of interactions in new markets.
Assess key organizational characteristics and suggest modifications in management systems to improve collaborations and the flow of resources to improve planning outcomes.
Assess and improve the efficiency and effectiveness of planning frameworks
Evaluate economic and market forecasting models
Undertake cost/benefit evaluations of specialized planning operations in large organizations and government agencies.
Czand is also passionate about improving the capacity of families, neighborhood organizations, and faith-based enterprises to solve problems of growth and development. Developing strategies are important dimensions of growth and development for these organizations. Strategic planning can be the key to building inter-generational family support and ultimately solvent survival. Families need to confront risks and uncertainties surrounding the education and personal development of children, the personal development and support needs of elderly adult family members, and the issues of career switching and growth of multiple-career breadwinners in households. Czand will intervene as designers, evaluating consultants, and as coaches to provide strategic planning services.