Larry Mandelberg

Larry Mandelberg
Larry Mandelberg
Businesses Don’t Fail, They Commit Suicide
Based on 30+ years of primary research and 15+ years of practical application with 100 companies and 250+ leaders within them, this book is about the three leadership objectives that create success, the eight actions that achieve them, why they work, and how to use them to maximize growth because if an organization isn’t growing, it’s dying.
Sacramento, California, USA
Larry Mandelberg solves complex problems.

Then again, he had a four-generation head start. This consultant, speaker and author represents the 5th generation of his family’s business, so he inherited “150 years of organizational success experience.”

Larry is an effective catalyst for change who achieved new levels of efficacy and growth for businesses in industries as diverse as software, automotive, education and agriculture.

A prolific writer, Larry has published more than 80 columns. His first book, Businesses Don’t Fail, They Commit Suicide is scheduled for release in 2018. A sought-after speaker, he has delivered more than 60 business-changing keynotes and workshops.

Mr. Mandelberg is a student of organizational lifecycles and has developed a system to help business owners create sustainable growth. He has been a guest on television and radio programs talking about business and entrepreneurship. Through his consulting practice he provides leadership development, executive coaching, ethics training and strategic planning to mid-sized organizations and their Boards.

Larry has launched four start-ups, led a merger, and performed a successful turnaround. (That’s evidence of six complex problems, solved.)

In addition to his role as Chairman for Innovative Education Management, Larry has provided training for Cooperative Personnel Services, taught team building classes for the Sacramento Entrepreneurship Academy, and received his MBA from Drexel University. He has been married to his wife Nancy for 35 years and been a member of the IEM board since July 2001.
*Eight tools to improve focus, performance and morale within your company.
*Twelve steps to effective delegation for managers.
*Avoiding the Monday morning quarterback;
Turning hindsight into foresight.
*Leveraging the uncertainty of Change to build a stronger Organization
*Entitlement to Contribution – Aligning Employee Performance with Business Objectives
* Strategic Strategic Planning-Not Your Fathers Oldsmobile
* Mentoring

“Planning is an unnatural process; it is much more fun to do something. The nicest thing about not planning is that failure comes as a complete surprise, rather than being preceded by a period of worry and depression.”
Sir John Harvey-Jones

  • Larry Mandelberg