Content and Process strengths include: |
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"I treat each consulting opportunity as a unique situation - while bringing forth 25 years of expertise in organizations. I am valued for buidling confidence and competence in strategic focusing, leadership, decisioning (the tough ones), workplace culture change, performance improvement and resolving conflict." |
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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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Return to Expertise List |
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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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Return to Expertise List |
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Applying Conflict 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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| Return to Expertise List |
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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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Return to Expertise List |
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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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Return to Expertise List |
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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 |
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Return to Expertise List |
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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 |
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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Return to Expertise List |
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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 |
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Return to Expertise List |
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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
- 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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Return to Expertise List |
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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 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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Return to Expertise List |
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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) |
See also: Leadership |
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Return to Expertise List |
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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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Return to Expertise List |
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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 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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Return to Expertise List |
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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 |
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Return to Expertise List |
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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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Return to Expertise List |
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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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Return to Expertise List |
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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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Return to Expertise List |
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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 |
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Return to Expertise List |
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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 Resolution, Difficult Conversations & Inappropriate Behaviors |
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Internal Dispute/Conflict Management Systems |
Facilitating Dialogue between those in conflict |
Effective Communication |
Dealing with difficult people |
Resolving Grievances & Complaints |
Confronting Inappropriate Behavior |
Giving and Receiving Feedback |
(non-)Harassment & (non-)Discrimination |
Investigations |
Cost Savings from Early Resolution |
Mediation |
Alternative Conflict Resolution (ADR) |
See also: Resolver, Mediator |
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Return to Expertise List |
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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
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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 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
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Return to Expertise List |
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Multiple sessions (forty) of 3- & 4-day trainings for top, middle and 1st Line management on Interpersonal, Communication & Conflict 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 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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