Expert Topic
High-Performing Executive Teams
The executive team of a company is one of the company's most valuable resources. Efficient and effective operation, as a team, is critical to the team’s ability to produce the clearest analysis and best decisions possible.
This is ever more critical as the pace of business speeds up, as business becomes more global and as diversity in leadership teams expands.
Creating a smoothly-operating team requires early, direct, conscious and collaborative planning on the parts of the senior team members.
A high functioning executive team can capture the best ideas of all of its members and improve on them.
This is ever more critical as the pace of business speeds up, as business becomes more global and as diversity in leadership teams expands.
Creating a smoothly-operating team requires early, direct, conscious and collaborative planning on the parts of the senior team members.
A high functioning executive team can capture the best ideas of all of its members and improve on them.
Meet the
Expert
About Peter
- Helping create successful executive management teams and high performance cultures.
- Director of Action Learning at the Stanford Graduate School of Business.
- Trained as a psychiatrist, my work as a consultant and executive coach unites my understanding of personality dynamics and requirements for effective leadership.
- Focused on way individuals and groups achieve the high level of coordinated effort necessary for entrepreneurial success.
- Clients include: VMware, Millennium Pharmaceuticals, Agilent Technologies, Microsoft, Sun Microsystems, Scios, Johnson & Johnson, Guernsey Engineering, Eli Lilly, Medarex, and FMC.
- Specialties: Change Implementation, Executive Coaching, Leadership Development, Innovation, Cultural Transformation, Strategic Advice and Consultancy.
Experience
Principal
•
Upstart Logic
2000
—
Present
- Founder and Principal
- Characterizing the executive management team's group dynamics and culture and encouraging sustainable behavior patterns.
Partner
•
Change Logic, LLC
2007
—
2012
- Co-Founder with Professors Charles O’Reilly (Stanford GSB), Michael Tushman (Harvard HBS) and Andrew Binns, formerly of McKinsey and IBM.
- Dedicated to applying the teaching of organizational culture and congruence, problem solving, and the Ambidextrous Organization.
VP Corporate Development
•
Critical Point Software
2000
—
2002
- Co-Founder with Jeff Davitz, Ph.D. and Brant Wenegrat, M.D.
- A natural language software company
Psychiatrist
•
Private Practice
1983
—
1998
- Private practice psychoanalytic psychotherapy in Woodside California
Education
Stanford University Medical School
Residency and Post-Doc, Psychiatry
Michigan State University
M.D.
Columbia College
BA, Literature
Academia
- Director of Action Learning at the Stanford Graduate School of Business.
- Worked with the Leading Change and Organizational Renewal (LCOR) executive course at both Stanford and Harvard for the past ten years, designing and participating in the action learning component of the course, facilitating work groups, and training other facilitators in the action learning approach. Taught the LCOR material both during on-campus courses and in follow-up onsite workshops with participating companies.
- Worked with MBA students at the Stanford Graduate School of Business in the Leadership Development Program.
- Faculty for the American Leadership Forum in Silicon Valley.
- Designed and taught a course on the Psychodynamics of Executive Leadership with the late Edwin Nevis, PhD, at the Gestalt Center in Wellfleet, Massachusetts.
Publications
- Clinical Clerkships - The Heart of Professional Development, Surviving Medical Series Volume 7, Sage Publications, Inc. 2000 ( During his residency and post-doc fellowship at the Stanford University School of Medicine, Peter conducted original research on the social psychology of medical work environments in general and the anatomy lab in particular which was the basis for Clinical Clerkships.)
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