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| I treat each consulting opportunity as a unique situation - while bringing forth three decades of expertise in professisonal and organizational development. I am valued for buidling competence and (hence) confidence in leadership, management, supervision, communication, decisioning (the tough ones), resolving conflict,
workplace culture change, performance improvement, strategic focusing and quality processes. |
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| Content and Process strengths include: |
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| I have rich expertise in consulting with: |
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| Fortune 500 Corporations |
| Businesses |
| Government - federal, state, local, district |
| Public Agencies & Institututions |
| (Non-Profit) Organizations |
| Executive Leaders, Managers & Supervisors |
| Leads & Front-line Staff |
| Workgroups, Teams & Co-Workers |
| Individuals |
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In contracting with an organization, we collaboratively: |
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- Explore the organization's Values, Mission, Vision and Goals
- Assess gaps
- Describe what success will look like
- Define a process to achieve success in goal achievements
- Deliver services
- Conduct follow-up and assessment.
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Return to Expertise List |
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| Systems Focus & Organizational Development |
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| Mission/Goals/Objectives: Establishing/Reformulating |
| Values: Establishing/Updating/Clarifying |
| Strategic Planning |
| Future Focus |
| Systems Thinking |
| Organizational Assessment & Development |
| Planning Management |
| Visioning |
| Organizational & Functional Analysis |
| Practices that realize organizational goals and values |
| See also: Facilitator |
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| Assisted a Section to work with the Superintendent to clarify, strengthen and build upon the organizational mission, vision and goals for their own strategic biennium planning |
| For a law enforcement agency, I implemented a three-part process to create a new Mission statement that, by its design, allowed everyone in the agency to contribute efficiently and effectively: |
- facilitated a session in which representative stakeholders examined the Past, acknowledged the Present and envisioned the Future
- these representatives returned into the agency, shared this created information with all members of the agency and gathered employees' expressions and ideas
- facilitated a session of the representative stakeholders for bringing back and sharing their staffs' contributions, and for using this collective information to create the agency's future vision and statement of mission
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| Applying Conflict/Dispute Resolution within Organizations, Pierce County Center for Dispute Resolution (2003, 2000) |
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Return to Expertise List |
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| Process/Quality Improvement |
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| Customer Service |
| Productivity |
| Process Improvement |
| Quality Control |
| Costs Management |
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| Through a whole group initiative, developed plans for a quality inspection process and for changes in the levels of leadership direction and support |
| Coached 3 layers of Lead, Supervisor & Manager to improve departmental functioning |
| Worked with a 16-member staff team and all levels of leadership to isolate issues and challenges within spans of group control. Each individual made a specific commitment for positive change, which allowed the group newly shared ownership for action planning |
| Analyzed staffing situation and work processes. Worked with all levels of leadership and union representation to adopt a new position description that required approval from City Council and Civil Service Board. In addition, developed a transition plan for further staffing changes and leadership development |
| From interviews, meetings and historical data collection, recommended a change in the leadership structure, adding a formal supervisory position and two Lead positions. This was in collaboration with Collective Bargaining Unit representation. Also, through the whole group initiative, developed plans for a quality inspection process and for changes in the levels of leadership direction and support |
| For a major regional office that had: |
- a number of issues surface during a Quality Management Review
- staff members exhibiting behaviors that are disrespectful, inappropriate and not aligned with organizational values and mission
- significant increase in staff numbers (from 30 to 50)
- leadership changes creating new dynamics within the office
Designed and facilitated processes to acknowledge the past, identify current challenges and create a future workplace culture to which all can commit. That process featured:
- value of preliminary inquiry with staff to design a facilitation to maximize results efficiently and effectively
- facilitation of planning and team development with leaders first, then secondly with leaders and staff
- development of team values and behaviors
- off-site retreat activities
- coaching facilitations
- next-step biennium planning
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| Facilitative process for the formation of a new team of 40 staff members amalgamated from different discipline: |
- sharing of values and purposes from individual disciplines
- uncovering how their different disciplines merge to add value to customers
- developing a new vision statement
- clarifying values
- action planning for structuring of new team
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| Utilizing various resources//coaching, facilitating and trainings: |
- trained 24 managers in Crucial Conversations®
- facilitated several staff members to build working relationships and better understand their communication styles
- facilitated several staff members to build working relationships and better understand their communication styles
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| Off-site retreat to: |
- develop identifiers for Director's/Manager's knowledge, skills and attitude for recruitment and for development of Performance Development Plan
- strengthen team interactions, communications and support
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| Off-site Leadership processes: |
- team development
- leadership transition
- millennium vision and strategy
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| Integrity, Values Clarification & Action Planning, Bureau of Land Management, California State Office (1999) |
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Return to Expertise List |
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| Change Management |
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| Transitioning |
| Culture/Values Change |
| Restructuring/Re-Engineering |
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| For a 15-year veteran staff specialist with high technical competence but low interpersonal skills, through one-on-one coaching and facilitation with management, clarified areas of non-alignment with the organization, and negotiated a departure agreement |
| Assisted nearing-retirement manager with a development plan, and coached for improvement |
| Consulted on transition planning: assisted work group influence Section Manager on transitional decision-making |
| Facilitated creation of Interim Priority Plan (until a new Manager in place) |
| Worked with a 16-member staff team and all levels of leadership to isolate issues and challenges within spans of group control. Each individual made a specific commitment for positive change, which allowed the group newly shared ownership for action planning |
| Designed, developed and facilitated a facilitative process for the formation of a new team of 40 staff members amalgamated from different disciplines: |
- sharing of values and purposes from individual disciplines
- uncovering how their different disciplines merge to add value to customers
- developing a new vision statement
- clarifying values
- action planning for structuring of new team
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| Designed and facilitated processes to acknowledge the past, identify current challenges and create a future workplace culture to which all can commit. That process featured: |
- value of preliminary inquiry with staff to design a facilitation to maximize results efficiently and effectively
- facilitation of planning and team development with leaders first, then secondly with leaders and staff
- development of team values and behaviors
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| Assisted Section Manager and 50 employees in 5 departments to: |
- increase collaborative abilities
- create opportunities for partnering
- position for cross-training
- strengthen relationships throughout the system
This project included work of:
- assessments
- interviews
- leadership development
- off-site retreat activities
- coaching facilitations
- next-step biennium planning
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| Analyzed staffing situation and work processes. Worked with all levels of leadership and union representation to adopt a new position description that required approval from City Council and Civil Service Board. In addition, developed a transition plan for further staffing changes and leadership development |
| 2-day facilitated Group process to establish/reinforce a workplace culture where everyone is committed to accomplishing organization's mission, supporting each other and exemplifying appropriate, respectful and professional behaviors and interactions |
| Utilizing various resources--coaching, facilitating and trainings: |
- trained 24 managers in Crucial Conversations®
- facilitated several staff members to build working relationships and better understand their communication styles
- facilitated several staff members to build working relationships and better understand their communication styles
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| Off-site retreat to: |
- develop identifiers for Director's/Manager's knowledge, skills and attitude for recruitment and for creation of Performance Development Plan
- strengthen team interactions, communications and support
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| Off-site Leadership processes: |
- team development
- leadership transition
- millennium vision and strategy
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| How to Create Learning Moments, wa cted (2003) |
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Return to Expertise List |
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| (Collaborative) Workplace Culture |
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| Collaborative Culture |
| Partnering & Cross-Training |
| Valuing Diversity |
| Protected Classes |
| (non-)Harassment & (non-)Discrimination |
| (non-)Retaliation |
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| Deliver monthly half-day workshops on Prevention of Workplace Sexual Harassment & Other Forms of Discrimination through Awareness, Communication & Responsbility to staff across the state. Often these workshops raise challenging workplace interactions, on which I frequently consult afterwards. |
| For another state agency, deliver bi-monthly all-day workshops on Understanding Discrimination, Harassment, Violence & Intimidation and Reasonable Accommodation ( ada) in the Workplace. |
| For another state institution, conduct trainings quarterly on Sexual Harassment, Discrimination, Americans with Disabilities Act (ada), Diversity and Equity (Equal Employment Opportunity) |
| Assisted Section Manager and 50 employees in 5 departments to: |
- increase collaborative abilities
- create opportunities for partnering
- position for cross-training
- strengthen relationships throughout the system
This project included work of:
- assessments
- interviews
- leadership development
- off-site retreat activities
- coaching facilitations
- next-step biennium planning
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| 2-day facilitated Group process to establish/reinforce a workplace culture where everyone is committed to accomplishing organization's mission, supporting each other and exemplifying appropriate, respectful and professional behaviors and interactions |
| Off-site retreat to: |
- develop identifiers for Director's/Manager's knowledge, skills and attitude for recruitment and for development of Performance Development Plan
- strengthen team interactions, communications and support
- create Interim Priority Plan (until new Manager in place)
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| Workplace Discrimination: Providing Multiple Entry Points for Resolutions, 9th Annual Northwest Alternative Dispute ResolutionConference (2000) |
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Return to Expertise List |
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| Teams |
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| Team Development |
| Team Charter |
| Team Communication |
| Team Leadership |
| High Performing/Functioning Teams |
| Facilitating Teams/Groups |
| Collaboration |
| Resolving Differences within Teams |
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| Working with subgroups, resolved Group differences, resulting in a strengthened, positive, safe and appropriate workplace environment |
| 2-day facilitated Group process to establish/reinforce a workplace culture where everyone is committed to accomplishing organization's mission, supporting each other and exemplifying appropriate, respectful and professional behaviors and interactions |
| Team building; consulting; facilitating conflict/dispute resolution. Work included: |
- interviewing all team members
- facilitating the resolution of conflict between two staff whose eroded relationship negatively impacted all team members
- consulted with managers to discuss staffing and leadership development
- provided leadership coaching
- facilitated team processes to create expectations of team behavior, team vision and plan for increased functioning and productivity
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| Assisted a whole Section to work with the Superintendent to clarify, strengthen and build upon the organizational mission, vision and goals for their own strategic biennium planning |
| Worked with a 16-member staff team and all levels of leadership to isolate issues and challenges within spans of group control. Each individual made a specific commitment for positive change, which allowed the group newly shared ownership for action planning |
| Facilitative process for the formation of a new team of 40 staff members amalgamated from different disciplines: |
- sharing of values and purposes from individual disciplines
- uncovering how their different disciplines merge to add value to customers
- developing a new vision statement
- clarifying values
- action planning for structuring of new team
Designed, developed and facilitated 2-day follow-up facilitation for same team:
- update presentation from executive leadership
- update presentations from team leadership
- developed team values with future focus
- examined behaviors that represent values identified
- mini-training on Emotional Intelligence
- appreciation of each team member by manager
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| For a major regional office that had: |
- a number of issues surface during a Quality Management Review
- staff members exhibiting behaviors that are disrespectful, inappropriate and not aligned with organizational values and mission
- significant increase in staff numbers (from 30 to 50)
- leadership changes creating new dynamics within the office
Designed and facilitated processes to acknowledge the past, identify current challenges and create a future workplace culture to which all can commit. That process featured:
- value of preliminary inquiry with staff to design a facilitation to maximize results efficiently and effectively
- facilitation of planning and team development with leaders first, then secondly with leaders and staff
- development of team values and behaviors
- off-site retreat activities
- coaching facilitations
- next-step biennium planning
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| Group Facilitation, Pierce County Center for Dispute Resolution (2003) - with Pete Donor |
| Team Approach: Focusing & Building Skills, hud Anchorage Field Office (2003) |
| Workplace Group Conflict Intervention: Case Study, Land Mines & Clean-up, 13th Annual Northwest Alternative Dispute Resolution Conference (2005) |
| Designing Group Intervention Utilizing the 8-Stage Mediation Model, 12th Annual Northwest Alternative Dispute Resolution Conference (2004) |
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Return to Expertise List |
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| Leadership - Management - Supervision |
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| Strategic Leadership |
| Executive Leadership |
| Leadership Development |
| Ethics & Integrity |
| Decisioning/Decision-making |
| Mentoring |
| Coaching (one-on-one, group) |
| Giving/Receiving Feedback |
| Motivational Interviewing |
| See also: Leadership |
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| Assisted nearing-retirement manager with a development plan, and coached for improvement |
| Coached newly promoted Lead in handling a long-time challenging staff situation |
| Coached 3 layers of Lead, Supervisor & Manager to improve departmental functioning |
| Multiple-level facilitation of staff issues resulting from inappropriate conduct and supervision |
| Strengthened Leadership dialogue and listening skills |
| From data and feedback received from subordinates and staff, coached Section Manager and department managers on aspects of their communication styles that were inhibiting their success in managing |
| From interviews, meetings and historical data collection, recommended a change in the leadership structure, adding a formal supervisory position and two Lead positions. This was in collaboration with Collective Bargaining Unit representation |
| Assisted Section Manager and 50 employees in 5 departments to: |
- increase collaborative abilities
- create opportunities for partnering
- position for cross-training
- strengthen relationships throughout the system
This project included work of:
- assessments
- interviews
- leadership development
- off-site retreat activities
- coaching facilitations
- next-step biennium planning
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| Leading with Integrity for Executive Leadership |
| 2-part Leadership Workshop: |
- team development
- leadership transition
- millennium vision and strategy
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| Off-site Leadership processes: |
- renew and clarify organizational values
- examine barriers to ethical leadership
- strengthen dialogue and listening skills
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| Multiple sessions (forty) of 3- & 4-day trainings for top, middle and 1st Line management on Interpersonal, Communication & Conflict/Dispute Resolution Skills |
| Train-the-Trainer trainings:: Development and utilization of internal cadres of coaches who assist in the learning activities, and who then carry on reinforcement processes well beyond the training experience |
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Return to Expertise List |
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| Labor Relations, Employment Law & Collective Bargaining |
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| Equal Employment Opportunity (eeo) |
| Equal Employment Opportunity Commission (eeoc) |
| Risk Management |
| Labor Relations |
| Collective Bargaining |
| Interest-based Negotiation |
| Employment Law & Case Law |
| Workplace Liabilities |
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| For numerous eeo complaints, assisted in investigation, resolution, healing, training and development |
| Facilitated and coached staff members in communication skills following complaints of harassment and violence in the workplace |
| In an extremely challenging situation, with several workers exhibiting high-risk, inappropriate and/or disassociating behaviors, resolved differences using a team approach |
| Multiple-level facilitation of staff issues resulting from inappropriate conduct and supervision |
| Following a mediated legal settlement of a discrimination complaint, I facilitated a process--among the complainant (a first-line staff), the immediate supervisor (a 2nd level supervisor), the manager and the director to: |
- create a "new beginning" in which the complainant would feel supported and free from any retaliation
- clarify expectations for successful performances for all
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| A work group--after several discrimination complaints and formal disciplinary and legal actions--felt angry, victimized and unable to acknowledge accountability. I facilitated a successful one-and-a-half-day process that opened up communication between the work group and their new supervisor to: |
- explore events of the Past and their impact on the Present
- determine the work group's needs: what they needed from the organization, their new supervisor and each other
- create an Action Plan
- begin communication regularly and effectively
Through facilitation and training, entire staff participated in:
- gaining awareness of high-risk behaviors
- isolating behaviors by leaders and staff perceived to be inappropriate or high risk
- committing to creating a safe, productive, respectful work environment
- and empowering leadership to create action plans to address behavioral patterns
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| Conducted investigation of workplace violence. Then consulted with leadership on resolution strategies |
| Consulted on situations potentially at risk for harassment and/or discrimination |
| Frequently and successfully collaborate with Union/Collective Bargaining Officials to resolve complaints |
| Mediating Workplace Disputes: Developing Skill through Practice, Pierce County Center for Dispute Resolution (2003) |
| Mediating in the Workplace: Practical Applications, Pierce County Center for Dispute Resolution (2003) |
| Mediating from the Advocate's Position, Butte County (ca |
| Mandatory Mediation/Arbitration in Employment Agreement--Implementation and Perspectives from Practitioners and the eeoc, American Bar Association 4th Annual Conference, Section of Alternative Dispute Resolution (2002) |
| Needs-based creative Resolution for eeo Complaints, 10th Annual Northwest Alternative Dispute ResolutionConference (2001) |
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Return to Expertise List |
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| Personnel Practices & Human Resources |
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| Personnel Policy & Procedure |
| Personnel Intervention |
| Human Resource Management |
| Disability in the Workplace - Reasonable Accommodation (ADA) |
| Recruitment /Hiring/Retention |
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| For a 15-year veteran staff specialist with high technical competence but low interpersonal skills, through one-on-one coaching and facilitation with management, clarified areas of non-alignment with the organization, and negotiated a departure agreement |
| For numerous eeo complaints, assisted in investigation, resolution, healing, training and development |
| Facilitated and coached staff members in communication skills following complaints of harassment and violence in the workplace |
| Multiple-level facilitation of staff issues resulting from inappropriate conduct and supervision |
| Through facilitation and training, an entire staff participated in: |
- gaining awareness of high-risk behaviors
- isolating behaviors by leaders and staff perceived to be inappropriate or high risk
- committing to creating a safe, productive, respectful work environment
- and empowering leadership to create action plans to address behavioral patterns
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| Deliver monthly half-day workshops on Awareness & Prevention: Sexual Harassment and Discrimination in the Workplace to staff across the state. Often these workshops raise challenging personnel situations, on which I frequently consult afterwards |
| You & Your Professional Development, wa cted Community Services (2004) |
| Resolving Workplace Disputes - For Human Resource Professional, Managers, Supervisors, Mediators and Consultants, Pierce County Center for Dispute Resolution (2001) |
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Return to Expertise List |
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| Performance Improvement |
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| Individual Development Plans |
| Aligning Individual with Organizational goals, objectives, values, etc. |
| Recognition & Reinforcement |
| Delivering & Receiving Feedback/Appraisals/Measurements |
| Competency Identification |
| Job Description & Analysis |
| Essential Job Functions (ADA) |
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| Assisted several departments in setting clear expectations, coaching and delivery of Performance notices of concern |
| Assisted Section Manager develop a Leadership Performance Improvement Plan for a high-risk workplace culture |
| For a Manager, created Leadership Expectations and Development Plan |
| Coached a newly appointed supervisor in developing Performance expectations, documentation, training, coaching and providing feedback |
| Assisted nearing/retirement manager with a development plan, and coached for improvement |
| Coached newly promoted Lead in handling a long-time challenging staff situation |
| Gaining Insights into Performance Issues and Interests from Workplace and Employment Mediations, 11th Annual Northwest Alternative Dispute Resolution Conference (2003) |
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Return to Expertise List |
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| Conflict/Dispute Resolution, Difficult Conversations & Inappropriate Behaviors |
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| Effective Communication |
| Internal Conflict/Dispute Management Systems |
| Interpersonal Conflict Management |
| Facilitating Dialogue between those in conflict |
| Crucial Conversations© |
| Fierce Conversations© |
| Dealing with Difficult People |
| Conflict Behavior Coaching |
| Resolving Grievances & Complaints |
| Confronting Inappropriate Behavior |
| Giving and Receiving Feedback |
| (non-)Harassment & (non-)Discrimination |
| Investigations |
| Cost Savings from Early Resolution |
| Mediation |
| Alternative Conflict/Dispute Resolution (ADR) |
| See also: Resolver, Mediator |
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| From data and feedback received from subordinates and staff, coached Section Manager and department managers on aspects of their communication styles that were inhibiting their success in managing |
| Coached newly promoted Lead in handling a long-time challenging staff situation |
| Utilizing some established training resources, coached a manager to build skills in self-awareness, self-control and stress management |
| Coached and facilitated a manager and staff member in better understanding their individual communication styles, thereby improving their relationship and their ability to conduct difficult, sensitive discussions |
| Utilizing various resources--coaching, facilitating and trainings: |
- trained 24 managers in Crucial Conversations®
- facilitated several staff members to build working relationships and better understand their communication styles
- coached several staff members in communication and interpersonal skills
|
| Facilitated and coached staff members in communication skills following complaints of harassment and violence in the workplace |
| Coached and facilitated a manager and staff member in better understanding their individual communication styles, thereby improving their relationship and their ability to conduct difficult, sensitive discussions |
| A work group--after several discrimination complaints and formal disciplinary and legal actions--felt angry, victimized and unable to acknowledge accountability. I facilitated a successful one-and-a-half-day process that opened up communication between the work group and their new supervisor to: |
- explore events of the Past and their impact on the Present
- determine the work group's needs: what they needed from the organization, their new supervisor and each other
- create an Action Plan
- begin communication regularly and effectively
|
| Working with subgroups, resolved Group differences, resulting in a strengthened, positive, safe and appropriate workplace environment |
| Worked with a 16-member staff team and all levels of leadership to isolate issues and challenges within spans of group control. Each individual made a specific commitment for positive change, which allowed the group new shared ownership for action planning |
| Team building; consulting; facilitating conflict/dispute resolution. Work included: |
- interviewing all team members
- facilitating the resolution of conflict between two staff whose eroded relationship negatively impacted all team members
- consulted with managers to discuss staffing and leadership development
- facilitating the resolution of conflict between two staff whose eroded relationship negatively impacted all team members
- provided leadership coaching
- facilitated team processes to create expectations of team behavior, team vision and plan for increased functioning and productivity
|
| Multiple sessions (forty) of 3- & 4-day trainings for top, middle and 1st Line management on Interpersonal, Communication & Conflict/Dispute Resolution Skills |
| Developed and presented conference workshop on Collaboratively Handling Difficult People for building skills, tools and strategies for staff and contractors to work with difficult people |
| Deliver monthly half-day workshops on Awareness & Prevention: Sexual Harassment and Discrimination in the Workplace to staff across the state since 2000 |
| Navigating through Highly Charged Conversations: Overview of Crucial Conversationstm--How to Talk When Stakes are High, Shared Neutrals Annual (2004) Fall Training |
| 2-day workshop: Group Conflict Intervention, Shared Neutrals Annual (2004) Fall Training |
| Collaboratively Handling Difficult People & Challenging Situations: Strategies, Tools & Skills, wa cted Housing Improvements & Preservation (2004) |
| Constructive Criticism: Providing Feedback that is Effective. . .and Received, Supervisors' Conference Leadership Triathlon (2004) |
| Sharpening your Listening, Collaboration & Negotiation Skills, Pierce County Center for Dispute Resolution (2003) - with Bob Gorsuch |
| Interpersonal & Conflict/Dispute Resolution Skills Training, Bureau of Land Management, California State Office; series of trainings over several years (1998 - 2001) |
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Return to Expertise List |
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