2015 Outstanding Regional Network


Bi-monthly Meeting Program Recaps

Some of our recent programs are recapped and summarized here for those who missed the meeting.

Members can access any presentation slides and handouts from our programs by visiting the Members Only section and clicking on Bi-monthly Programs & Presentations Downloads.  
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  • 01 Aug 2016 11:40 AM | Anonymous

    This was our 11th Best Practices session and one of the best.  Check out the Program Materials Downloads for the presentations and slides.  Our Program and Speakers:

    "New Leader Assimilations and 'Health Checks' "

    This assimilation accelerates a new leader's transition onto the team, and provides a methodology for collecting and discussing candid feedback, followed up by a "Health Check" 3-6 months later providing feedback on the leader's effectiveness.

    Jerry Salsburg, M.S., Organization Development and Performance Consultant with Lockheed Martin, Mission Systems and Training 

    “The Power of the Pause” 

    We learned the importance of self-awareness and how to incorporate that into employee development & leadership programs. 

    Temitayo Lawal, A.B.D., Organizational Development Manager at The Sawgrass Group  

    “Optimizing Your Organization’s CSR Initiatives and Partnerships”

    We explored the challenges and successes of Corporate Social Responsibility initiatives and how to optimize community partnerships.

    Barry Altland; Writer, speaker, thought leader and author of the book, “Engaging the Head, Heart and Hands of a Volunteer” 

    “Refreshing Leadership Competencies at Universal Orlando”

    Through a variety of research-based methods, including literature review, internal & external benchmarking, and surveying, the OD team took a comprehensive approach to refreshing our existing competency model to heighten the impact within our culture.

    Anisa Ali, M.S., Organizational Development Manager, Universal Orlando

    “Executive Coaching Adapted from Sports and Performance Psychology”

    The link between sports and business was underscored.  Sports is one of the most highly visible and measurable types of business in which to measure success.  Sports Psychology was be defined, and one aspect of it was cited as an example that can be used in Executive Coaching.

    Dan Vosgerichian, Ph.D., Owner and Lead Consultant at Elite Performance Solutions

    “Best Practices in Employee Engagement Survey Initiatives”

    The science, practice and current developments in employee engagement was explored.

    Michael Zia Mian, Ph.D., Founder and Principal Consultant, Mian Talent Solutions 

    “Conversational Intelligence” 

    Conversational Intelligence (C-IQ) is a framework to enhance our success in life and business. Based on 30 years of research, Judith Glaser has taken recent insights from neuroscience and created simple tools and practices that impact our conversational agility at the individual, team and organizational levels.

    Sindy Cassidy, MHR,  Certified Executive, Leadership and Career Coach, Cassidy Coach


  • 14 Apr 2016 5:00 PM | Anonymous

    Work-Life Thriving for Emerging Women Leaders and Their Managers

    Cathleen Swody, Ph. D joined us on April 8 to discuss LeaderMoms. As leaders, it is important to learn from “Bright Spots”. Bright Spots are high performing senior leaders and executives across industries, who are nominated as people, positioned to give good advice.  To be a successful leader, there are three key leadership lessons to consider:

    1. “One Size Does Not Fit All” – Be strategic about where you invest your time and energy; pick out what is important to you and shed what’s not important.
    2. “Cultivate Self-Compassion (and Humor)” – There is not a clear path to success. It is normal to feel guilty for not being able to commit to a task/project; however, we can’t be at two places at one time. Learn to do the best you can with what you have.
    3. “Better managers recognize that LeaderMoms is a contact sport” – The best leaders attract talented people; act as good role models. Learn to influence and inspire your team.

    To view the slides from Cathleen’s presentation, please visit the MEMBERS ONLY page of the website and click on Bi-monthly Programs/Presentations Downloads.

    Nominate yourself or a Colleague to be part of the LeaderMom panel – http://www.linkedin.com/company/thrive-leadership/ or email Cathleen Swody

    Recapped by Michelle Tunsil 


  • 05 Dec 2015 11:19 AM | Anonymous

    Dr. Michael Hartsfield of Virginia Beach joined us on December 4, 2015 to discuss "How Transformational Leaders Use Emotional Intelligence to Increase Organizational Performance."  (Meeting notes from Pat Brown)

    He began by emphasizing that most of us tend to focus on the what and the how in our relationships, rather than the why.  That focus is typically superficial, lacking in depth.  He emphasized that Leadership is a lot more about feelings than anything else.  He adapted the Maya Angelou quote to suggest that "People will remember what you said and did when they remember how you made them feel."

    A key Emotional Intelligence point made around self-awareness was underscored by a quote from David Viscott, M.D.:  "You must sometimes endure a life of pain before you are ready to admit what everyone else can plainly see."

    The amygdala is the part of the brain that drives the "fight-or-flight" mechanism.  It's there to protect us.  Amygdala hijacking occurs when we hear something and instinctively begin to fight.  That is disintegration.  Integration occurs when an emotional response creates a neural pathway to different behavior.  

    The most powerful part of understanding Organization Development is the understanding of human nature.

    Conversational Intelligence by Judith Glaser addresses neuroscience.  In the book, it suggests we need to use our "third eye," with more frequency, that being the place where we make our most rational decisions.  When someone says something it triggers an emotional response which connects us to an implicit (hidden, buried) memory.  In these situations, it is helpful if you have mostly good (hidden) memories and experiences.  However, it can be a bad thing if you have mostly unpleasant memories.  Unpleasant thoughts will often result from an emotional response in that case.

    The relationship between our emotional responses to things said or done and the resultant implicit memories that are jogged gets at the why

    Dr. Hartsfield shared a story about a VP in an organization that he had to fire.  It wasn't easy, but it paid off for the guy professionally.  The moral of the story was that if you do the right things for the right reasons, everything will take care of itself.

    He plugged the concept of Servant Leadership and loyalty it creates.  If done effectively, followers reciprocate to become better "servants" of the leader.  An example he gave was the story of Aaron Feuerstein, the CEO of Malden Mills.  The factory burned down and took the hope in the community with it.  Feuerstein rebuilt the plant and hired his workers back.  He had given them 3 months pay and 6 months of benefits.  The result was that production, retention, and product quality improved significantly.  And Jeff Glover, a Chick-fil-A franchise owner in Austin, underwent a 5-month remodeling of his store.  He paid all his employeees for the 5 months and gave them all a $1-an-hour raise.

    A counter-story to those of Feuerstein and Glover was the one about Dan Price, the CEO of Gravity.  He created a minimum salary of $70K for all his employees.  His top people rebelled and left the company, as "equity theory" kicked in.  They thought it was unfair for the low-productivity people to get so much in relation to what they did.

    Beware of Pseudo-transformational leaders.  There are charlatans in every business.  They typically miss the morality and ethics piece necessary for effective Transformational Leadership.  Too often the truth can be compromised in order to "look good."

    We did a breakout exercise at our tables and shared several insights.  Among them were that effective transformational leaders need business competence in addition to the more-obvious people skills.  They need ethics.  They need to know what success is so that they know how to take steps to achieve it.  They need to transform not only their organizations, but their industries.  They need their people to be with them in the transformational effort.  They need the right environment in which to transform.

    Major components of Emotional Intelligence are self-awareness, self-regulation, internal motivation, empathy, and social skills.  The Bar-On EQ-i 20 instrument is a great tool to measure one's Emotional Quotient.  It uses 15 categories of Emotional Intelligence and produces 15 scores in a "Leader Report."  The idea is to score well, but as importantly to have good balance in the scores.

    The major components of Emotional Intelligence line up nicely against the "four 'I's" of Transformational Leadership:

    • Self-Awareness links to Idealized Influence.
    • Self-Regulation links to Inspirational Motivation.
    • Motivation links to Individualized Consideration.
    • And Empathy links to Intellectual Stimulation.


  • 27 Aug 2015 11:53 AM | Anonymous

    August Meeting Recap

    For almost a year, GOOD Network members had been anticipating The Meeting Canoe presented by Chuck Mallue!  Chuck is a seasoned OD Consultant and HR executive, and member of the Axelrod Group.  Founders Dick and Emily Axelrod are authors of Let’s Stop Meeting Like This: Tools to save time and get more done; which details their field-tested six-step approach to make meetings more productive and well, even down right enjoyable!  How many meetings do you walk out of saying, “What a great meeting! I’m so glad I attended!”?

    Attendees were engaged immediately.  We listened, shared, and collaborated throughout the morning as Chuck modeled the six steps of the meeting canoe:

    Welcome: help people make the transition from what they were doing before the meeting; create a safe, comfortable environment

    Connect: begin with an ice-breaker that is relevant to the task; get people emotionally invested in the work

    Discover: create a shared view of the way things are…and why

    Elicit: people’s dreams by thinking about the future; what do people want to happen?

    Decide: be clear on next steps – Who makes the decision? How will it be made? What will be decided?

    Attend: end the meeting with a review of decisions; develop a roadmap to reach goals; and don’t forget to reflect and recognize what’s been accomplished during the meeting 

    What makes these six steps so effective is that the overall message is not as much about mechanical steps of a meeting agenda; rather it’s about engaging meeting participants to use their head and heart, so they are “all in”, contributing their best selves.  I walked out of Chuck’s presentation saying, “Ah, what a great presentation!  I’m so glad I attended!”

     Pamela Murray, Member at Large Director


  • 16 Jun 2015 3:07 PM | Anonymous

    Our 10th Annual Best Practices session was a huge success with over 70 members and guests attending.  The program team had the hard task to choose among the great proposals received.  The seven presenters selected created a dynamic program with an excellent mix of topics.

    The morning included short & interesting presentations, a chance to engage the speakers one on one for deeper-dive questions, and an opportunity to participate in a unique data-gathering poster session. 

    “Mapping the Field of Organizational Development” — Kent Linder with Kent Linder Consulting 

    Kent gave us a historical perspective on the founding of Organization Development as a field,  its values, and the prevailing operation model most of us use.  He shared the “OD Maps” he has created to help us visualize the levels of our OD work along a continuum from organic to mechanistic.  Then he overlaid 12 leverage points in OD — an insightful way to help us visualize the work we do.  Finally, he has mapped each leverage point to a set of interventions and OD books.  He engaged us on the break with an interactive data collection poster session.        

    “Linking OD Strategy to Value” — Charlotte Hughes, Talent Development Manager with CSX  

    Charlotte defied “enterprise value” and shared examples from SunTrust, Kimberly-Clark, and CSX.  She shared Deloitte’s Enterprise Value Map for Human Capital 2.0 and outlined 4 value drivers of revenue growth, operating margin, asset efficiency, and expectations.  Highlighting the OD dimensions on the Value Map, she shared leading practices in organizational capability, change leadership and transformation, and strategic HR alignment. 

    “Developing Leadership Talent: Cultivating Future Organizational Leaders” — Kat Kenemuth, Senior Trainer of Leadership Development with Universal Orlando  

    Kat shared an innovative Leadership Development program in use at Universal Orlando.  It grew out of a need to develop emerging leaders as the new Harry Potter attractions began to come on line.  The program, Developing Leadership Talent or DLT, is a partnership between the Leadership Development team and Operating Departments.  It is an 11 week program that combines competency-based leadership training, operational on the job training, networking, and one to one mentorship.  Kat outlined the challenges of the program and its success factors.   

    “Finding the Value of PI without any Math”  — Tim Brock, PhD, CPT, ID(S&L+), CEO of The Institute 4 Worthy Performance LLC

    Tim’s presentation reminded everyone who has ever been approached with a training need that more training is not always the solution to improving performance.  He suggests some key questions to ask when we are asked to propose a training solution to a performance problem.  1.  What tasks can your people NOT DO that the course will train them to do?  2.  What previous training have your people had where they learned how to do these tasks?  3.  What specific performance indicators will you use to determine whether the training course was successful?  4.  What other options have you considered that might be preventing your people from doing these tasks to standard.

    He also shared the Double Loop Human Performance System model as a best practice tool.

    “Using Action Learning to Impact Employee Engagement” — Kamaria Scott, Vice President, Sr Learning and Performance Consultant with BNY Mellon     

    Kamaria suggests that the drivers of engagement are empowerment, career opportunities, and brand and trust integrity.  She shared the example of a 2 day management training which included an action learning application which led to improved engagement.   Using an applied approach to learning, participants learned a career development skill, practiced it with an employee and then receive feedback and coaching on how to improve further on the skill.  She highlighted how the action learning process improve both individual and organizational outcomes for BNY Mellon.

    “3 Simple Change Management Models” — Paul Dawson with Paul Dawson Consulting

    Paul began by outlining the key reasons that change can go wrong and a useful model or tool for each reason.

    We learn too late in the process that we are change the wrong thing.  TOOL:  Critical examination questions 

    It’s not clear who is responsible and accountable for decision making.  TOOL:  RACI - Definition of Roles 

    People view and accept change very differently during the period of change.  TOOL:  The process of transition through change.

    “The Futurist Leader”  — Nicole Baker, Associate Director with Kedge LLC and Instructor with The Futures School 

    Nicole suggests that we have entered the Post normal Society — a great shift in human and organizational development in that what we once considered “normal” is not coming back.  Strategic Foresight is required to make sense of the emerging landscape, develop aspirational futures, and create detailed roadmaps to achieve them.

    She guided us through a four step, action based process that allows participants to Discover by challenging assumptions, to Explore by scanning to uncover hidden opportunities, to Map by developing future scenarios, and Create by designing and executing action plans.  Each stage was explained and key takeaways identified.   To quote Nicole:  “How we think about the future directly impacts the decisions we make today.”  

    All of the handouts and presenter slides can be found in the download section of the website.


  • 29 Apr 2015 9:33 AM | Anonymous

    Recap by GOOD Network President Vicki Lavendol

    Dr. Jack Phillips of the ROI Institute led the April 24 GOOD meeting to a full house.  A international speaker and author of 75 books; it was a real treat to have Jack speak to GOOD members and guests.

    The ROI Institute in 22 years has trained leaders how to calculate ROI in 60 countries, over 5,000 organizations, and 25 governments. 

    The ROI Institute process for calculating ROI is the most used assessment globally.  The UN and half of the Fortune 500 companies utilize this methodology.  CEO and CFO friendly, the process translates intangibles and ‘hard to measure’ impacts to dollars.

    Evaluation is done at 5 levels (typical % of projects):

    1. Reaction and planned action (90-100%)

    2. Learning and confidence (60-80%)

    3. Application and implementation (30%)

    4. Business impact (10-20%)

    5. ROI (5-10% of projects are done to this level)

    Criteria are provided to help choose correct level.

     12 Guiding Principles set the standards for preserving the integrity of the process with responsible and conservative estimates of impact being measured.

    The ROI Methodology in 10 Easy Steps booklet was shared with attendees, as well as a bound and customized book created for GOOD members: Measuring the ROI of Organization Development. 

    The ROI Institute book, Measuring the Success of Organization Development, was provided to all attendees.  All of these materials were generously donated to GOOD members by the ROI Institute.

    The ROI Methodology Certification course will be offered in Orlando May 18-22.  It is a full 5 day interactive program will you will learn to apply this methodology to your company or project.  The event is posted on the GOOD website; contact us for more information.

    GOOD members receive a 30% discount.  Use code: ROI30OFFER


  • 25 Feb 2015 3:04 PM | Anonymous

    GOOD Network member Steve Young provides this months recap regarding Presenter: Stephon Williams – 2/20/2015  

    Presentation Title: “Understanding and Managing Diversity in the Workplace”

    What does diversity look like in most organizations today? And how do you see the difference between "diversity policy vs. diversity practice"?  

    • We take the policy and make it our own to fit what we need.
    • Our beliefs about diversity and inclusion are shaped by how we are socialized. Just because we may hold certain views (e.g., man should be the bread winner) does not make us bad people. The social constructs we have are real to us but are not necessarily “true reality.”

    Many organizations engage in “naïve integration” of diversity programs; this is when pretend we are an inclusive organization by “taking pictures.”

    Why is naïve integration a problem?

    • When we don’t leverage the diverse talents and abilities of individuals in our organization, we are wasting company resources. 
    • Leveraging diversity is critical to achieving business goals. 
    • Nugget:  Make people care about diversity because it will benefit them personally. Eventually, achievement of business goals leads to better cohesion and positive culture.

    It is natural for us to identify with some groups over others- both consciously and unconsciously. This is how we are hard-wired. 

    • We watched the Blue eyes-Brown eyes exercise by Jane Elliot’s (1970) "A Class Divided". 

    Nugget: There is hope for people to change.

    How much progress have we made?

    • We have made progress, but it takes time to un-do generations of individuals socialized into a culture that has not always valued diversity.
    • At the system-level, change can be difficult to see, but many see change happening around them at the individual level. 

    What can we do in our organizations?

    • You create the environment you work in.
    • It takes courage to speak up and have a conversation for “fear of career.”
    • Speaking about D&I can turn into an IED or “improvised emotional device.” If you don’t know enough about the topic, don’t discuss it. 
    • Educate yourself on this topic and make allies with others at work including non-minorities. 
    • Recommended books include Culture Shift, Loudest Duck, Crucial Conversations, and People Smart.
    • We all have to approach D&I differently by acknowledging our own biases. We don’t “force” D&I on others.
    • Use both logic (e.g., tying D&I to business goals) and emotion (e.g., sharing personal stories) to convince leaders about why change is needed.

    Stephon’s book quote “If your presence doesn’t make an impact, your absence wouldn’t make a difference.”


  • 08 Feb 2015 1:13 PM | Anonymous

    Our December program was a big hit -- a highlight of our year!  Jim Knight delivered an engaging and interactive session that shared his wisdom and expertise on creating and maintaining a great corporate culture.  He shared his Top Ways to Create “Culture That Rocks” with stellar examples of how to do it.  Twelve lucky members won a copy of Jim's book, "Culture That Rocks" as an early holiday gift.  Be sure to check out the slides from this presentation on the program downloads page!

    Top Ways to Create “Culture That Rocks”

    1. Celebrate Heritage, but Focus on Culture – Today’s Behaviors 

    2. Be Like U2 - Everyone Singing Off the Same Sheet of Music 

    3. Create & Embody a Customer-Obsessed Purpose to the Business 

    4. Phenomenal Service Trumps Product, Price & Convenience Every Time 

    5. People Crave Differentiation – Fill the Mental Rolodex w/ Nothing but +’s

     6. Be the Chocolate to Avoid 4-Letter Words 

    7. Value Matters – Memorable Experiences Help Justify Price 

    8. The Only Path to a Virtuous Environment is Through Great Employees 

    9. Hire & Embrace Rock Stars (Not Lip-synchers) to Amp Up the Band 

    10. Communicate to Team Members in the Language That They Dream 

    11. Let Love Rule – Support Companywide & Employee-led, Voluntary Philanthropy Initiatives

  • 21 Nov 2014 3:45 PM | Anonymous

    The GOOD Network featured speaker for our October meeting was author and speaker/facilitator Linda Fisher Thornton, who shared ideas with the network on "The 7 Lenses of Ethical Leadership."

    The big questions we wrestled with were:
    - Why is there not yet one agreed-upon definition of ethical leadership?
    - If there isn't a clear definition, how can we expect leaders to learn how to do it [lead ethically]?

    The main reason there is not one universal view of what ethical leadership is has to do with the differing dimensions within which to consider ethics in making leadership decisions. Linda refers to these dimensions as "lenses." In an organization there are seven of them:

    Lens 1 is "Profit." How can we make a profit? We need to do this in order to sustain the organization's success and long-term viability.

    Lens 2 is "Law." How can we honor all laws and regulations? This can affect fines that might need to be paid, and can affect corporate image.

    Lens 3 is "Character." How can we demonstrate character and moral competence? This makes us feel good and takes the organizational culture in a positive direction.

    Lens 4 is "People." How can we bring out the best in people through our leadership? Satisfying employees and maximizing their performance increases overall organizational success.

    Lens 5 is "Communities." How can we take responsibility for improving our communities? Better communities mean better places to live and better quality of life for our employees.

    Lens 6 is "Planet." How can we protect life, nature & ecosystems? Conserving resources helps environmentally. It is similar to helping Community, but on a grander scale.

    Lens 7 is "Greater Good." How can we make life better for future generations? This one is the most difficult to connect what we do to, but long-term thinking and planning about our organizational legacy to the outside world and future generations warrants some ethical thought.
    Lenses 5, 6, and 7 are not represented in the Board Room, and are therefore more challenging to focus on. Nonetheless, they are part of the group of ethical considerations that an organization needs to think about.

    In order to develop and sustain an ethical organizational culture, the following things need to be in place: a performance system fully aligned to ethics, consistent messaging about ethics, zero tolerance for deviations from ethical behavior, trust in one another and in the ethics of the organization, and overall accountability for ethics at all levels.

    Developing ethical leaders who can handle the complexity of multiple ethical dimensions ("lenses") requires integrating ethics into all leadership development, helping leaders understand the trade-offs involved in working with multiple ethical lenses, role-playing leaders' ethical challenges, and encouraging broad and long-term thinking on the part of leaders to enable better understanding of the "big picture."

  • 30 May 2014 2:28 PM | Anonymous
    Dr. Guerra-Lopez presented a program titled:  Performance Measurement, Management & Feedback Systems:  Choosing & Using the Right Indicators to Drive Results

    She discussed the role of measurement in continual performance improvement.  She defines continual improvement as a constant flow of performance measurement and improvement actions facilitated by:
    • The use of relevant performance data obtained through a cycle of needs assessment monitoring and evaluation.
    • These data are used for providing feedback to leadership, management and performers, about performance gaps (results), causes (process, and others), and likely solutions/corrective actions.
    She provided a good model for performance measurement, management & feedback systems (PMMFS).  We explored key issues with PMMFSs in the context of our own organizations including problems with the analysis and use of the information produced by the measurements.

    The PowerPoint presentation from this program is located in the Bi-monthly Program Downloads Section of the website
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