How to Find a New Approach to Business Strategy Advisory Services

David Dalka, Founder and Managing Director of Fearless Revival delivering a business conference keynote speech.

David Dalka, Founder and Managing Director of Fearless Revival delivering a business conference keynote speech.

As a small business owner and consultant – entrepreneur in the diversity and career development field, I continue to enjoy making business connections across the world. One such connection is David Dalka. After connecting via LinkedIn, we actually met for dinner when I was in Chicago attending a business conference. David, like myself, operates as an “entrepreneur – consultant” with a unique approach to strategic advisory services. I recently explored his unique approach.

STAN: David, could you give me a brief overview of your company, “Fearless Revival”? Why did you form Fearless Revival?

DAVID: I saw a number of trends that indicated that certain consulting firms were causing harm to people, companies and society. After studying the history of consulting, I saw that the consulting industry had deviated from the original purpose, value proposition and value delivery. I saw a need for senior executives to have a better alternative.

STAN: What differentiates your brand of strategic advisory services? How are you different from all those other strategy consulting firms out there?

DAVID: Fearless Revival encourages people to challenge assumptions and receive the best consulting possible. Doing that delivers consulting services that can make executives’ lives better and can make them feel that there is hope for a new way forward. Executives can then take actions to create a different or better future once they recognize the root cause issues and discover how to address them.

STAN: How did you gain the experience to be a knowledgeable strategic advisor?

DAVID: I did work in startups and digital marketing strategy. I kept seeing examples where the business strategy, digital marketing, technology and organizational resources were not aligned and not high performing. In one situation working directly with a company president, I altered marketing strategy and improved business performance around 600 basis points. Earlier in my career, I worked for BlackRock during the 80 to 800 person hyper-growth phase. BlackRock taught me about workforce transformation in a live environment.

STAN: What would you consider ideal situations where you can make a significant difference for people?

DAVID: My favorite situations are the ones where there is a sense of urgency about symptoms that need to be translated to the proper root cause issues for immediate action. The situation could involve a new CEO, CXO or one or more board members, a competitor taking market share, a business model or profitability challenge, a disagreement between executives about major issues and/or unexpected crises.

STAN: Who are your primary influences?

DAVID: My former teammates at BlackRock. They include historic people that I call posthumous business influencers as I researched thousands of books and articles. They include people who invented entire fields like Russell Ackoff for systems thinking, Chris Argyris for organizational behavior, W. Edwards Deming for quality, Peter F. Drucker for management and Warren G. Bennis for leadership. Others include inventors, innovators and entrepreneurs such as Thomas Alva Edison, Albert Einstein, Henry Ford, Marshall Field, Elmer Wheeler and Gustavus Franklin Swift.

STAN: Is there anything else you would like to tell us about yourself or Fearless Revival?

DAVID: Fearless Revival can bring certainty in an uncertain world. Consulting projects don’t have to be open-ended. Rapid results are possible when you challenge assumptions and question priorities about organizational structures and talent. We want you to explore and obtain a better future.

STAN: What is the best way for a potential client to learn more about your expertise and get ahold of you?david-dalka-logo
DAVID: Interested parties may learn more about our unique service philosophy on the Fearless Revival website at Please call us at +1(520)223-4808 or fill out our contact form.

What Millennials REALLY want in the workplace

millenial-picNOTE: This blog contains links to the two excellent studies referenced therein!

The “Four Generations in the Workplace” discussion (see my blog on this from a few years ago) continues to be one of the hottest topics in the ever changing diversity and inclusion field. Even as the discussion really does need to focus on the various advantages each generation brings to the workplace, and how the best companies know how to build strong teams across all generations, Millennials still get a bad rap from many. I often hear comments like “I hesitate to train these young employees since they will leave within a year.” OK – I hear you, but I ask, why do millennials frequently job hop, and what are they looking for in a job?

My main point: Millennials truly desire organizations that offer them personal growth and flexible career opportunities and advancement, and if more companies invested in their younger employees, they may actually stay for the long haul!

Let me provide data from two studies.

First, Gallup Inc. has done an extensive workplace study across the generations, and issued a superb report called “How Millenials Want to Work and Live.” The Gallup study shows that only 29% of currently employed millennials are engaged at work, significantly lower than the other generations. But perhaps the issue is not “these slacker millennials,” but instead companies not providing the right value proposition for millennials in the workplace. Some key points the Gallup study makes include:
• Millennials are not just working for a paycheck, but looking for purpose in their profession.
• Millennials are not just looking for job satisfaction, but personal development.
• Millennials don’t want bosses per se, but coaches who help them grow and improve on the job.
• Millenials do view their job as an integral part of their lives.

A second study which was presented at a conference I recently attended comes from “Ultimate Software” and “The Center for Generational Kinetics” titled “Is There Really a Generational Divide at Work?” (Link to download the study.)

Though the study highlights many different aspects of generational differences and similarities in the workplace, I will focus on the career and personal development aspects. They include:

Millennials are truly seeking coaching, feedback and mentoring from their managers at work.

Millennials are truly seeking coaching, feedback and mentoring from their managers at work.

• 45% of millennials would quit a job if they didn’t see a career path they wanted at the company.
• 42% of millennials want feedback from their superiors at work, which is double the other generations. And most frequently, they seek the feedback so they grow professionally.
• One statistic consistent across all generations – 33% of employees knew whether they would stay long term or not at their company after being on the job for one week or less.

Both these studies underscore the importance of skills and career development in the workplace, especially among the millennial generation. Some of my clients using my innovative career mapping process have verified this point – when they present an overview of career development and potential at new employee orientation, it is met with resounding enthusiasm. Providing a robust system to assist employees with career development is a key tactic to increase employee engagement and retention.

Please contact me today for more information on the Total Engagement Career Mapping Offering and to set up a call so we can explore how this offering could fit within your organization.