What We Do

How We Work

Who We Are

Our Consultants

Honestly we have no idea. Not a clue.

Not until we are with you, on site, meeting with key principals, interviewing employees, touring and asking questions, and “sniffing around" do we know how to proceed.

If we knew what to do in advance of seeing your business then we would be what Chip Evans calls “traditional suits seeking new buzzwords."

We are far from that.

Depending upon your business model and needs, we set up an initial two or three day “sniff the dog” sessions with the principals, with some time walking around, and with key data provided to us in advance of our visit.

Typically we want to talk to owners, and to a few employees, who come in with what you perceive to be your issues and needs.

And after our “sniffing” and listening we ask more questions, perhaps ask some key personnel to answer some unique psychological tests, and we go back and thunk.

Thunking is our version of thinking, which seems too limiting, so we thunk.

We use 36 years of experience,talk with a consulting team well versed in all types of businesses and experiences and come back to you with a WhitePaper, or our initial business analysis of what we thunk.

TEG does not use buzzwords. Our thunking and Whitepaper ask tough questions, make blunt and focused judgments and generally “get in your face” within a few short pages.

Your goal is not to be told what you know, but to learn what you do not know.

We do not know what we do not know.

This is the crux of our consulting philosophy.

What Happens When we Thunk

From our WhitePaper analysis the client now partners with us in defining who, what, how, but never why. Why is NOT a good question™.

Why not? Because it has passed, and autopsies have value on bodies, not on events. We instead want to learn what is what, how things happen, and what we are going to do to improve or change the situation.

The Four-Legged Stool

It has been proven that the human mind can only truly handle five large projects or situations at a time. Multi-tasking may sound good but does not really happen. We end up doing some things without completing them, while doing other jobs without complete thinking. As speed takes over our universe, and we have instantaneous communication, it’s our natural tendency to begin to overload or to hit our threshold.

To develop a business, a plan, or a project, it is always best to organize the effort. Most companies fail here because they have so many people multi-tasking that it is impossible to sit down, prioritize, and then execute.

We fail at the execution.

To organize that effort, we work as consultants teaching organizations to focus on no more than five core objectives at one time. Each objective has a “seat," or a core issue, shown in the 4-legged stool pictured below. This “seat” is defined as the WHAT (what must be done, what the issue is, what opportunity is being considered) and four legs hold up that seat, or the core issue.

One by one, we replace, bolster or rebuild four legs of the stool. We assign people to the tasks associated with the issues for each leg of the stool. You can build the four legs at one time, just not too fast on any one leg, and with projects that work in harmony. Or, some smart organizations may do the “research leg” before they even consider building a 4-legged stool.

Think of it as having rungs up a ladder, or multiple chair rails to build from the bottom of each stool leg to get to the top. You may not have to work on four legs at the same time, but the goal is strong support (the legs) for the concept (the seat).

This is a simple drawing that says:

· Identify the issue (the seat)

· Define the issues and the how to’s (the legs)

It’s thinking this simply that can allow the complexity of a project to be completed perfectly.

Build a Better Business!

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