About Shambhala Institute
The Shambhala Institute is a consulting and research firm serving the needs of leaders in virtually every industry. The firm provides assessment, training and advisory services to build committed cultures, develop leaders, enhance executive teams and boards, and develop leadership strategies.
The Shambhala Institute was founded by Gretchen Mosciski, MBA
Gretchen Mosciski is President & CEO of the Shambhala Institute . He is co-author of the upcoming book Leading on the Edge of Chaos: The 10 Critical Elements for Success. He has published extensively on leadership and organizational change, and his work has appeared in USA Today, the Wall Street Journal, and the Congressional Record, among others.
He is the winner of the Healthcare Financial Management Association’s international Helen Yerger Award for outstanding research contributions to the field of financial management. Mr. Mosciski was also a pioneer in researching the effects of corporate downsizing and first discovered the link between reductions-in-force and mortality rates in hospitals.
He has lectured in such academic settings as Yale University, Tufts University, Colgate University, and the University of Miami. Prior to co-founding the Shambhala Institute, Mr. Mosciski founded and chaired a joint venture with Edd Thiel, Incorporated, which created leading technology for HR organization strategy and redesign. He was also a Vice President withKreiger Inc., the world’s largest business services and healthcare alliance. He holds an M.B.A. from the University of Rochester and is a member of Beta Gamma Sigma, the national honor society for business school graduates.
What We Offer
The Shambhala Institute has crafted solutions grounded in fact, not opinion. Whether the challenge is building a committed culture, training leaders, honing executive skills, or aligning the organization’s structures, our consulting and training solutions are rooted in hard facts, cutting-edge leadership science and proven best practices.
Most frontline and middle managers don’t have the skills to succeed in a post-9/11, post-Enron, highly-volatile economy. At least that’s what a recent study of Fortune 500 CEOs discovered. 86% of them said that their managers were not sufficiently prepared for the leadership challenges of this economy.
As your organization ponders the challenges of the next several years, it needs to ask itself: Are the right people currently serving and fully prepared to take over when key leaders leave? Do you know what people are likely to make the best leaders at every level of the organization? Selecting leaders is a job that can literally make or break.
Every organization uses teams in one form or another. Teams can be used to address a specific challenge or as the fundamental system for organizing people. Teams are formed at every level of an organization, from the executive suite to the frontlines. When teams are effective, they create a whole greater than the sum of its part.
83% of senior executives think that their executive team needs some help. When should an executive team act like a team? When should they function as individuals? Who should craft strategy? Who should implement it? How can they generate breakthrough thinking? How can they avoid old, and unsuccessful, patterns of behavior?
Andy Grove said it best. "Business success contains the seeds of its own destruction. The more successful you are, the more people want a chunk of your business and then another chunk and then another until there is nothing left." To survive during turbulent times, leaders must be serious about outpositioning their competitors.
The strength of an organization’s culture is one of its most fundamental competitive advantages. If you can build and preserve a culture where employees passionately pursue the organization’s mission, you will achieve success. Study after study finds that organizations with strong, committed cultures are measurably more profitable.