Affiliation: Organization Performance Partners, Inc.
Email: fabio@orgperformpartners.com

Biography

Fabio Sala is Founder of Organization Performance Partners, a consulting firm dedicated to enabling organization performance, transformation, and growth by helping organizations set clear strategic priorities, ensuring functions and core work processes are aligned, and clarifying and developing the capabilities necessary to execute strategic priorities.

Fabio is an organization & management consultant with 20+ years experience from both internal/corporate and external/consulting perspectives. He has held Organization Effectiveness leadership positions at multiple companies (e.g., Biogen, EMC) where he enabled enterprise business challenges related to globalization, integration, scaling for growth, and operational effectiveness.

More recently as a consulting practice founder, Fabio has helped many leading companies (e.g., Novartis, Vertex, Pfizer, Achillion, PAREXEL, Sarepta, Broad Institute, athenahealth, Karyopharm, Foghorn Therapeutics, Thermo Fisher Scientific, Ovid Therapeutics, OviaHealth, Zerto, TripAdvisor, HubSpot, WEX, Analog Devices, Rocket Software, Simply Business, Liberty Mutual, Staples, Imperial Dade, Kaleidoscope Capital, Boston Scientific, Bain Capital, AVROBIO, Omega Therapeutics, Smartbear, Brainshark, Vector Solutions, Central Square, Draeger Medical Systems, Takeda, Ribon, Syner-G-Biopharma, Deciphera, Ecolab, and uniQure) address a variety of strategic, organization, and operational business issues.

Fabio began his career at Boston University and Johns Hopkins where he taught a variety of courses. He received his Ph.D. in Organization Development from Boston University under his mentor, David C. McClelland.

Kantor, S., Kram, K., & Sala, F. (2007, in press).  The Value of Executive Adaptability. Leadership in Action.  Greensboro, NC:  The Center for Creative Leadership.

Sala, F. (2003, September).  Humor Pays: Witty executives get bigger bonuses and better performance ratings.  Harvard Business Review.

Sala, F. (2003).  Executive Blind Spots:  Discrepancies Between Self-Other Ratings.  Journal of Consulting Psychology: Research and Practice, 54(4), 222-229.

Sala, F. (2003).  Leadership in education: effective college Principals.  Nonprofit Management and Leadership, 14 (2), 171-189.

Sala, F. (2002). Emotional Competence Inventory (ECI) Technical Manual. Boston: McClelland Center for Research and Innovation, Hay Group.

Sala, F., & Dwight, S. (2002).  Predicting executive performance with multi-rater surveys:  Whom you ask makes a difference.  Journal of Consulting Psychology: Research and Practice, 54(3), 166-172.

Sala, F., Krupat, E., & Roter, D. (2002).  Satisfaction and the use of humor by physicians and patients.  Psychology and Health: An International Journal, 17 (3), 269-280.

Sala, F. (2001). Do programs designed to increase emotional intelligence at work—work?  Emotional Intelligence Consortium, from http://www.eiconsortium.org/

Sala, F. (2005).  Making the Business Case: Emotional Intelligence Competencies and Important Business Outcomes.  In Druskat, V., Sala, F., & Mount, G. (Eds.). Linking Emotional Intelligence and Performance at Work: Current Research Evidence.  San Francisco: Jossey-Bass.