While helping other firms, Healthy Companies makes sure it's living up to its name

When Robert Rosen was developing his consulting firm Healthy Companies 20 years ago, he gave speeches on leadership. The psychologist-turned-businessman interviewed chief executives and wrote books, including "Just Enough Anxiety." His company revolved around him.

But that perspective started to shift after he interviewed Helen Alexander, then-chief executive of the Economist Group, who told him with pride that none of its articles had bylines. "People collaborate in creating articles. It was all about us and we're in this together,' " she told him. "I was struck by that."

"To build a company, you have to move from I to we," said Rosen, chairman and chief executive of Healthy Companies International. "This is a challenge a lot of entrepreneurs have -- there's got to be a 'we' atmosphere."

He started to change the mind-set as part of his own development and after hearing feedback from colleagues -- "honest assessments of what I did right and what I did wrong."

The culture at the Arlington company, Rosen said, has shifted to a "very collaborative team" with ample communication. During a "rotating performance day" or afternoon, each staffer moves from office to cubicle at 20 minute intervals, giving feedback to an array of colleagues on what's working and what's not working.

Collaboration shows up in monthly problem-solving forums. One consultant presents a challenge being faced with some client work. Then the rest "bring our expertise to the table," Rosen said. The sessions also allow the team to brainstorm ideas and, most recently, to tackle a move to more virtual workers who will toil at home or in client offices. The entire team is identifying ways to use cloud computing to access information, to continue the collaborations from afar with real-time tools.

"Everybody's got to own this," he said. "I am a firm believer that two minds are better than one and many minds are best."

At the end of meetings, often the leader will ask everyone: "How did we do? What worked? ... Was everybody heard?"

Healthy Companies operates in three main areas: consulting and coaching with senior management; devising communication strategies; and making available a proprietary suite of leadership development tools to its clients. The goal is to focus on how CEOs lead and how they build healthy companies. "How can we help CEOs fulfill their dreams? Leave a legacy; execute their agenda" and create a high-performance culture, Rosen said.

The organization also compiles research on what works in leadership and increasingly on successful organizations' organic growth. The best, most sustainable growth, Rosen said, occurs organically, from the inside out. "It's an intentional strategy ... a mind-set of making things happen, of optimism, of 'just do it.' They really do reach and stretch."

Healthy Companies has experienced that -- double-digit sales growth in the last four years. Its staff has expanded from seven full-time-equivalent staffers to 23 over five years. Those gains came partly from holding onto some clients for many years including, Rosen said, Northrop Grumman, ING Group and PricewaterhouseCoopers, the accounting giant.

"A lot of growth happens in conversation with customers," he said. For example, the business uses what it calls "learning launches" to get a quick start on a new product or service. Consultants take it to one client, which uses it and provides feedback. "We're learning in real time with the marketplace," Rosen said.

Sometimes that client connection leads to new approaches or new tools. When Healthy Companies started its electronic tools operation as a way to digitize its cumulative knowledge base, a chief executive suggested linking them to his e-mails, which were being drafted by a consultant. "A CEO told us how to design our next product that has been very successful," Rosen said.

Yet Rosen believes financial growth often comes after staff growth and engagement. Empathy and compassion are as important as a commitment to learning and to balancing the needs of customers, employees, shareholders and community.

"If you're going to be bullish about calling yourself Healthy Companies International, you'd better walk your talk," he said.