Bob Barnett gets really jazzed about organizational change.  He is a highly strategic, deep thinking consultant who understands the significant twists and turns required to create lasting change in dynamic organizations.  His style works really well with senior leaders—he asks pointed questions, observes with a keen eye, and gives straightforward counsel in the moment.  Clients have learned to count on his broad perspective to help them build strategies that deliver real-world results to their organizations.

Bob’s experience as an organizational change specialist and assessment psychologist is shaped by more than 25 years of experience.  Significant engagements with clients include Bemis, Novartis, Fairview Hospitals, the University of Minnesota, Aid Association for Lutherans/Lutheran Brotherhood, and the City of Minneapolis, just to name a few.  He is exceptionally skilled at succession planning, executive level leadership assessment, team building, and developing organizational change strategies.

Bob came to MDA in 1982 as an adjunct staff member and joined full-time as a senior consultant in 1985.  He is the managing partner of the firm and one of the owners.  He is a graduate of the University of Minnesota, where he earned his B.A. and Ph.D. degrees.  In 1994, he ventured off to Pepperdine University and earned an M.A. in Organizational Development.  Bob is the guy who really makes sure we know our craft.  He is a frequent presenter at the industry think tank SIOP (Society for Industrial and Organizational Psychology), where he is active on the program committee.  He is a licensed psychologist in the state of Minnesota and an adjunct Associate Professor of Management at St. Mary’s University of Minnesota.

Away from the office, Bob is an avid concert-goer and audiophile.  There’s hardly a band or a musical genre Bob can’t appreciate, and he’s extremely fond of the Grateful Dead.  Ask Bob about his competitive sailing adventures and his latest techniques for working on his golf game.

Favorite Work:

Guiding integrated strategic change