"Dealing With People Who Drive You Crazy!"®

360 feedback, critical incident debriefing, anger, rage, sexual harassment, violence prevention, key employee, coaching
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Critical Incident Debriefing (CID) Coach
~ When Absolute Confidentiality is Absolutely Necessary ~

Dr. Freeman is the Originator   of
~~~ " T.H.T.M."  C u s t o m i z e d   C o a c h i n g   P r o g r a m ~~~
especially designed for
Senior Executives, Key Employees, CEOs,
Pro Athletes, Musicians, Entertainers, Politicians, etc...


© Copyright, 2001-NOW The Freeman Institute. All rights reserved. Nothing on this page may be used without
explicit written permission. Note: Reproduction of any kind, including cutting and pasting, is strictly prohibited. 

"Coaching with Dr. Freeman has stretched me both personally and professionally..."

360 Feedback is an integral part of coaching and organizational change. The 360 feedback is taken by up to ten people in all. The person being coached does a self-report. He/She selects three people above, three peers and three people below. Each person goes online to the customized 360 form and each responds to the questions in eight categories. All of the data is given to Dr. Freeman, who then shares the information with the person being coached.

The charts and graphs are demystified by Dr. Freeman. The data provides a structure for the entire coaching process.

Due to the fact that many are not used to discussing issues openly and because many are fearful of the process, four success factors are suggested to make the Feedback Process work.

1. Help to create a safe, supportive environment for feedback in your organization.
2. Focus on the strengths of the person.
3. Identify ways to maximize strengths and minimize weaknesses.
4. Recommend "actionable changes" relevant to current work.

Below are the eight categories the 360 Feedback covers, along with a sample question in each category. The 360 allows for a five point scale:


Shares information in a respectful, appropriate manner; "surprises" are kept to a minimum.


Honors and does not belittle the opinions or work of other people
regardless of their status, position, ethnic origin or gender.


Demonstrates appropriate self-control so that emotions do not hinder effectiveness.


Involves others in shaping plans and decisions that affect them.


Puts order and structure into chaotic situations.


Recognizes good performance and confronts poor performance or unacceptable behavior.


Takes responsibility for actions and accepts responsibility for mistakes.


Treats all others with respect, fairness and consistency.
























































































At the end of the 360 Feedback we have designed some specific questions that permit each respondent to address in writing. For the positive and developmental comments, there are suggested ground rules that have been time-tested:

a. Share all relevant information, along with your reasoning and specific, mutually verifiable examples.
b. Stay away from derogatory language or attacks on other people's values or culture.
c. Be fair.

Feel free to share these web sites:  &



Dr. Freeman specializes in situations that may be referred to as CID -- "Critical Incident Debriefings". The reason why they are viewed as "critical" is because something verifiable has happened (or a series of incidents) causing strain with the internal/external relationships at the organization, perhaps resulting in the lowering of morale and productivity. 

In some cases there is the reality of a lawsuit (or threat of such). In other cases this program is viewed as more of a "preventative maintenance" measure. Dr. Freeman is skilled at customizing a process that fits for each situation, whether a person comes voluntarily or court-appointed. Feeling resistant to engaging in a CID process like this is quite normal.

This process may be viewed as an effort to make someone more "promotable" -- taking an "A" rated employee and making him or her "A+". Or developing the interpersonal skills of a technically competent key employee. Whatever the  situation, Dr. Freeman views each key employee with utmost respect and dignity.

If you are an HR person viewing this option for some key employees in your organization, let's discuss ideas on how to roll out a program so that will be viewed as a positive benefit. If done right, this program can cause employees to clamor to be a part of it, rather than be viewed as the dog with fleas -- "What's wrong with him/her?".

It will enhance his/her personal leadership skills, abilities and understanding.
It provides a gentle accountability for personal growth.
It will provide new, fresh direction -- objectivity.
It will enhance his/her promotion potential.

The following CID Program is an effective two and a half month, ten-hour personalized plan that has worked well for many satisfied key employees:

First two hours--
Dr. Freeman meets with the key employee in the Baltimore/Washington region or there are special travel arrangements made. This personal meeting helps to establish rapport and mutual understanding. The presenting issues are discussed. Over a thousand dollars worth of profiles are administered and interpreted, along with the development of an action plan. Everything discussed is held in strict confidentiality. Confidentiality is central to the success of this CID program. The proof of success will be exhibited over time.

I-RATE Anger Inventory, Personality Profile, Conflict Resolution Profile, Stress Management Inventory, 360 Feedback

Depending upon the situation, the key employee travels to the Baltimore/Washington region for the initial consultation. On rare occasions Dr. Freeman travels to meet with the key employee. Many organizations have a bricks and mortar presence in the Washington, DC area that can be utilized for such a meeting.

Eight hours--
For eight weeks thereafter the key employee and Dr. Freeman meet for an hour over the phone. The total coaching process is ten hours over approximately two and a half months. The secret of success is the saturation in leadership principles over a sustained period of time, combined with gentle accountability and the respect that is earned by both parties...


Here's an idea that may work for your organization -- a 50/50 split on the cost required to implement the CID program. The employee pays for half of the cost and then is reimbursed a year later if there have been no recorded incidents.

"When Strangling Someone Isn't An Option"
Popular Seminar Program Addressing Anger Management Issues

1. All-Day "Diversity Seminar" Program -- Click Here
2. "Diversity Day" Presentation or Keynote Address -- Click Here
3. "Black History Month" Presentation -- Click Here
4. Dr. Freeman's African American History Collection -- Click Here
5. Preview Online Diversity Course -- Click Here

Flash Player needed to Preview Courses -- Download Flash

6. Critical Incident Debriefing -- Click Here
7. Symbols that Address Cultural Awareness -- Click Here
8. Employee Assistant Seminars in DC Region -- Click Here


On behalf of the Office of Equal Employment Opportunity/Employee Counseling Service, Treasury Department, Bureau of Engraving and Printing, it is with great pleasure that I write this letter of reference for Dr. Joel Freeman. 

This office has the responsibility to counsel with individuals who bring a number of issues to the job that affects their personal life functioning and/or job performance. Additionally, we see many people file complaints based on allegations of discrimination. 

I have known and had the opportunity to request the services of Dr. Freeman for the past seven years. Over the years we have made numerous referrals to Dr. Joel Freeman of The Freeman Institute. He has assisted employees with Critical Incident Debriefings as they relate to stress, anger management, grief, sexual harassment and other related issues that accompany traumatic events.

Dr. Freeman has been an invaluable resource to our agency/office, always willing to assist our employees in working through the difficulties or situations they have encountered in their work and personal lives. 

Whenever we have contacted him regardless of the hour, which is often beyond expected duty hours, he has been available to offer assistance in obtaining needed services or information. The comfort of knowing that we have access to someone of Dr. Freeman capabilities is reassuring and is an asset to anyone working in our metropolitan area and beyond.

Our Clients have enthusiastically raved about the services they have received from Dr. Freeman with comments such as “it’s so easy to talk with him”---“I got so much from Dr. Freeman about life and living”---"He has helped me think within the moment and not skip all the way to end and predict the outcome”. 

One of our top management officials wanted to know ---“where have you been hiding him, when I was discussing one of my subordinates with him, he gave me some invaluable information; I feel like I need to have a few sessions with him myself”! 

Dr. Freeman is truly worthy of this letter of recommendation. It is very hard in these days and times to find an individual so committed to their work and willing to make a difference in helping others make positive changes in their lives.

I’m pleased to have the opportunity to share with you what a precious asset Dr. Freeman has been to us and would certainly be the same to anyone having need of such services for their organization. 

He has exhibited a genuine concern for the quality of life and is a highly perceptive person. His outlook in any situation is perseverance until the objective has been reached.

      Jean Pitts
          A. Jean Pitts, Chief
          Office of EEO Employee Counseling Service
          Bureau of Engraving and Printing, Washington, D.C.

"The HR Director's Best Friend"

The cost-effective alternative to employee education.
Target training. Many topics. Certificates of completion.

© Copyright, 2005 The Freeman Institute. All rights reserved. Nothing on this page may be used without explicit written permission.
Note: Reproduction of any kind, including cutting and pasting, is strictly prohibited. 

This Customized Coaching Program is not intensive therapy. Even though therapeutic dynamics are utilized, the Program is viewed as coaching.
Confidentiality is necessary for the integrity of the coaching process.
The subject matters discussed are considered private and confidential
with the key employee and no one else.

Some organizations put Dr. Freeman on retainer. The best way to
develop a comfort level for the retainer option is to do a pilot program with
one key employee and evaluate the positive results.

Email or call to learn more about the
individualized coaching program for key employees
(see contact information below)

Discover more about Dr. Freeman's Executive Coaching Philosophy

Dr. Freeman's Bio


-- Comprehensive information addressing violence awareness and prevention in the workplace --

The Freeman Institute Medallion


"Dealing  With  People  Who  Drive  You  Crazy!"®
The Freeman Institute™ Box 305, Gambrills, Maryland 21054
TEL 410-729-4011   CELL 410-991-9718   FAX 410-729-0353



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