“Make the most of yourself, for that is all there is of you.”
-Ralph Waldo Emerson
The most enjoyable and rewarding highlights of my career have been those times when I’ve helped talented
people realize success that seemed beyond their reach. That’s what gets me up in the morning and that is why I started Divitius Partners.
Divitius is the comparative form of the Latin adjective dives, divitis. Dives has several meanings that align closely with my purpose and practice. Depending on context, it can mean talent, character or wealth. Putting it in the comparative form – divitius – changes those meanings slightly; the new meanings are more talented, greater character, wealthier. Those are my goals and outcomes for my clients as a coach and consultant
I’ve spent most of my professional career running things and driving results as an executive. I’m all about being specific, pragmatic, measurable and fast. So my practice is built on those features. Typically, our work will start with establishing a baseline set of metrics – where are we now – and setting some very clear goals – where do we want to end up? I’m also not a lover of “boiling the ocean” so we will always pick the one or two or three critical areas to focus on. And then we get to work.
My years as a student, faculty member and senior executive at one of the world’s top business schools have made me a big fan of the Socratic method. Inquiry, discussion and dialogue are what makes any human interaction rich, and that’s how we work together to achieve measurable results.
But it’s not just a conversation. My job is to push, to probe, to ask you to think hard about moving the needle on those areas that are most important to your success as a leader. Your job is to read, to do your assignments, to reflect, to do things differently and to ask those in your world what kind of progress they see you making. And at the end of our time together, we measure again to see how well we’ve done.
If we’ve done our job well – and I am committed to that – you’ll see and hear from those around you that things have changed for the better. You’ll show up as a more talented leader, with greater character, and those changes might just make you a bit wealthier.
Ted Forbes, Founder, Divitius Partners
What Our Clients Are Saying
WHAT WE DO
At Divitius, I use a proprietary assessment tool that asks key stakeholders to assess our clients, both quantitatively and qualitatively, and a proprietary leadership model with six key dimensions. Once I have the baseline data, we agree on the two or three most important things to focus on. Over a period of multiple weeks, we meet first face to face, and then every other week on the phone for 60 – 90 minutes to work on our top priorities. Halfway through, we do an assessment to see how we are doing. We measure again at the end to assess how well we have done, and hold a final face to face meeting to chart the client’s leadership plan for the future.
I’ve had the good fortune to run successful high potential leadership programs at several companies. My perspective on what makes them work well is that they a) focus on real business projects, b) depend on forming cross-functional teams working outside their comfort zones, and c) have a senior executive sponsor who champions each team and holds it accountable for results.
My sweet spot is helping CEOs and their HR leaders develop a set of people practices that align directly to, and fully support, business priorities. It has been my experience that many HR professionals respond almost instinctively with “no we cannot do that and here’s why.” My strong belief is that (absent legal issues of course) the right answer is, “let me figure out how we can help get that done.” My goal in consulting is to build that mindset in your HR team.
ABOUT TED FORBES
Ted started Divitius Partners in 2016 after a long, successful career as a leader in the business and non-profit worlds. His passion is to bring out the best in people and help them be more successful than they might have imagined.
Prior to launching Divitius, Ted was Executive Vice President for People at Backcountry. With 1200 employees and $500 million in sales, Backcountry.com and its family of eCommerce sites is widely considered the leading outdoor specialty retailer in the US and Europe. Ted’s team was responsible for the company’s people practices, and played a key role in growing the company’s unique values-based culture. Prior to joining Backcountry, Ted was Managing Director, Talent Management at United Airlines, where he oversaw the company’s work in Leadership Development, Succession Planning, Learning, Diversity, Performance Management and Human Capital Metrics. Before joining United, Ted was CEO and President of the Darden School Foundation at the University of Virginia. Prior to that, he was the Chief Learning Officer at Capital One.
Ted earned a B.A. in Classics from Guilford College, and an MBA with Honors, from the Darden School at the University of Virginia. For six years he was a member of the faculty at Darden, where he taught in both MBA and Executive Education programs. For ten years he was a founding partner of the Peregrine Group, a consulting firm focused on the intersection of Business and HR strategy.
Ted’s personal passions are centered on the outdoors; he’s led extended canoe expeditions to the shores of Hudson’s Bay in Canada, run an outdoor program at a secondary school in Louisiana, and spent four years growing Wilderness Medical Associates, a firm that trains leaders to manage medical emergencies. He’s been a ski patroller for 16 years, and has served in various leadership roles for the National Ski Patrol at both the Division and National level, receiving multiple awards for teaching and leadership, including a National Appointment. Ted and his partner Deborah live in Park City, Utah. He also maintains a home in the mountains of Virginia, and spends as much time with his four children as possible.