Sessions from 2015 - 2016

December 2, 2016

Re-Imagine Your 2017 Possibilities

The wide spread changes we face present seeds of possibilities as well as challenges. 

Join us on December 2 as we plumb our collective intelligence for interesting trends and tidbits that are emerging but not yet solid. 

-Hear what market disruption others are encountering

-Meet the three enemies who prevent you from taking new paths

-Identify small next steps you can take toward new solutions

Before you wind down 2016 and enjoy your holiday celebrations, spend some reflective time with us exploring new insights to stimulate your strategic thinking.

Come prepared to share how/where you are experiencing market disruption in your life, work, society at large.

Take-Aways From This Session

At the end of this session, you will

  •           Hear a collective preview of upcoming disruption & disintermediation large and small
  •       Get innovative approach to capitalizing on the positive effects of coming changes 
  •       Move from fear or reluctance regarding change to enthusiastically embracing it
     
About Our Facilitator:  



Gwen Kinsey


Gwen Kinsey, President of GK Network helps transformational leaders incorporate innovative leadership systems and tools so their organizations are adaptive as well as effective.

Gwen believes that “our capacity to stay relevant into the future comes from how well we engage others… our ability to collaborate, network for ideas, and facilitate the development and diverse experience of others.” Gwen knows that transformational leaders need more than motivated employees. They need talented people excited by the opportunity to create new solutions. 

Before beginning her leadership development practice in 2010, Gwen held progressive sales and top management positions during a 17-year leadership career in the television industry. Her former employer called on her to serve as President and General Manager of 4 of the 10 stations they owned. A key to Gwen’s portability was her strength developing people of all experience levels, building strong teams and innovating digital initiatives.Business highlights include:

  • Innovating digital business models adopted by the group’s other stations.
  • Turning around a poor performing station that increased news ratings, won prestigious journalism awards and subsequently sold for high multiples.
  • Transforming sales teams that beat their market competition by generating more new, local advertising revenue during declining advertising markets.
  • Improving talent recruitment, training, employee engagement, and developing managers who were promoted throughout the company.

Areas of expertise:

·       Seeding innovative work cultures

·       Employee engagement

·       Culture change specifically geared to developing new solutions

Gwen is a certified coach (ACC) by the International Coaching Federation and is a member of the National Speaker’s Association. She is accredited to use emotional social intelligence assessments by the Hay Group in Boston. Gwen is a graduate of Temple University with a BA in Radio, Television and Film.

Contact Information

Gwen Kinsey
GK Network

Phone: 605-212-8462

Email:  gwen@gwenkinsey.com

LinkedIn: gwen-kinsey
Blog:  www.gwenkinsey.com/blog


November 4, 2016
Value Proposition – Brand – Strategy: 
“Connecting the Dots”

The conference room lights dim.  Your throat begs to clear. The din in the room is muffled. The eyes of the CEO and executive team lock onto you.

What happens next is truly a miracle.

Inside their heads the brains start to behave strangely.  They begin to sync up with you.  A spell is woven between you and the company’s leadership.  Inside the brains your message is copied and transferred to memory.  Words, images, sounds make synaptic connections with business reality. 

Images, visions, ideas, structures, words, wonder begin to form giving life to the miracle.

Conversations flash through the mind.  Maybe my prep work worked?  Maybe…….

Value Proposition, Brand, Strategy: “Connecting the Dots”

….will stir your mind to tighten the connections between what your customer’s job requires, what your customer believes you can do for them, and your allocation of resources to make you believable.

We will explore the miracle connection of the value proposition.

Take-Aways From This Session

At the end of this session, you will

  •           Understand value proposition
  •       Develop your value proposition in the session and validate it in group discussion
  •       Achieve the “customer’s line of sight connection between your value proposition, brand and strategy

About Our Facilitator:  




Paul Schmitz


Paul Schmitz coaches’ senior executives with a fierce desire to learn and grow. His clients are committed to turn difficult situations (and opportunities) into success, His work motivates senior leadership to develop high potential staff to become leaders. Clients learn how to better engage and motivate employees to achieve positive change outcomes. We partner with leaders to measure success using their own evidence based metrics.

Dr. Schmitz is an evidence based executive coach.  He has accumulated a body of best business practices from his nearly 30 years of executive and team coaching. His clients include major manufacturing, chemical, financial, transportation, pharmaceutical and aviation companies. His government clients include Department of Defense, Federal agencies and State and Local government executives. Many situations evolved into multi-year agency wide coaching and business facilitation.

He honed his leadership coaching and facilitation skills as a Chair for The Executive Committee (TEC—now Vistage).  He was a former Professor at University of Missouri, Adjunct Professor for Central Michigan University, guest lecturer at National Defense University and Industrial College for the Armed Forces.  His volunteer work includes numerous boards and elective office.  For fun, he is a Docent at the Udvar Hazy Air and Space Museum, private pilot, photographer and loves to travel.

Contact Information

Paul F. Schmitz, PhD
Corner Office Coach

Phone: 301-335-7479

Email:  pauls@corneroffice-coach.com

LinkedIn: Paul F. Schmitz


October 7, 2016
What if You Led a Company Like a Coach Leads a Sports Team?

Would it be more fun?
Would you be more effective?
Let’s find out.

What if you led a department like a coach?

What if you led your personal life like a player-coach?

Let’s engage in an active inquiry into “what if.”

What would change and what would stay the same?

How might you change?

We shall see… 
Take-Aways From This Session

You will question and expand your vision of the benefits of imagining new and innovative approaches to leading oneself and one’s company. 

Here's two interesting interviews which may also serve as background material for this session: 

About Our Facilitator:  





Lowell Nerenberg


For the past 11 years Lowell ("Coach Lowell") Nerenberg has been an executive leadership, management and team coach, mentor, and consultant. He is committed to helping leaders achieve profound and enduring breakthroughs in leadership and management awareness, competence, and effectiveness.

Thirty years ago, Lowell founded and led Mid-Atlantic region-based Computer Graphics Distributing Company (CGD) for eleven years, during which CGD became #144 on the Inc. 500 list of Fastest-Growing Private Companies in America. After co-founding a similar distribution firm in New England, Lowell sold CGD in a merger and roll-up with five other regionals to form a national distribution company. Later the same year the merged group issued an IPO on NASDAQ and soon thereafter acquired the New England-based company also. Lowell remained with the public company as VP of Marketing.

In many ways, CGD was unique in the technology distribution world. It was inspired by a powerful shared purpose and guided by core values and principles. An article about the company, “How I Built a National Firm with Culture and Purpose,” appeared in the Baltimore and Washington editions of SmartCEO magazine at bit.ly/CGDmyturn.,

In addition to his experience as a CEO, investor, and entrepreneur, Lowell has had extensive training and experience in advanced interpersonal communications, neuroscience, mindful leadership, stress reduction, human potential, emotional awareness and intelligence, and other advanced approaches to enhancing one’s performance and alignment with others. 

Lowell is a graduate of Temple University. He and his wife, Bev, live in the DC area, and have two sons and three grandchildren.

Contact Information

Lowell Nerenberg 

Coach Lowell

Email: Lowell@coachlowell.com

Phone: 301-467-6224


September 9, 2016
Giving Your Messages Sanctuary

Every mind is ready,

Every ear can hear,

Every heart is open . . .

But is your message clear?

We all live in a dark, enclosed space with our only outside contact the tiny electrical impulses transmitted from our body’s sensory resources through billions of wire-like threads of protein to our imprisoned mind. And because the wealth of information available to those corporeal channels is far beyond the capacity of any mind to integrate and incorporate this flood of data, every new piece of information that comes to us must pass an inflexible set of requirements to be granted asylum. Fortunately for those of us whose task it is to encourage our business prospects and vendors and employees and colleagues to consider new courses of action, there are similarities among these seemingly inflexible requirements that make it possible to tailor the messages we formulate and deliver to our audiences that will substantially increase the likelihood of their welcome reception. This presentation will examine one or two of those standards and the requirements for their passage, in the hope that the products or services you have worked so hard to develop will, by these communication adjustments, find sympathetic audiences and, thereby, improve the products and services to which I, as a result of your success, will be given access. As business leaders we reach most of our opinions through involved processes of experimentation, trial and error, failure and thought, a more complex and time consuming process than we realize. And when those carefully developed points of view are mature, they seem to be solid and dependable guiding principles. Of course, we also pride ourselves on our flexibility and willingness to consider new perspectives – but there is often less pride and more prejudice in that belief. And so, although we can recognize the difficulties we sometimes encounter when we are asked to give up dearly held views and accept new ideas or service alternatives, how tempting it can be to expect our audiences to enthusiastically endorse our plan, buy our product or change the way they conduct their business simply because we tell them it’s better than what they’re doing now. Without a careful consideration of how to get your better idea past those ever vigilant gatekeepers, your efforts will probably receive a bland ‘thank you’ for your trouble and you won’t even know why your admirable plan was given so little consideration. I look forward to the meeting on September 9th. Bob Keiper

About Our Facilitator:  




Bob Keiper






No business talent or skill is more valuable than effective communication.

My 25 years as a coach, speaker and instructor in business communication began with years of experience in professional theater as a writer, actor and director where I learned to captivate and motivate the listeners.
Now, in applying those same skills to business audiences, I know the values presented must be expressed and clarified from the listener’s frame of reference. To be compelling and memorable, the material must be organized to enter the audience’s awareness as a sequential series of logically related conceptual steps, in short in the form known as story.
Most business presentations fail in at least one of these two ways.
Finally, to hold the listener’s unwavering attention, the presenter’s behavior must be authentic and appropriate. 

Contact Information

Bob Keiper

Email: keiper3311@hotmail.com


August 5, 2016
Winning Leadership: Various Styles That Drive Organization Transformation

In the early 1990's, Frederick Taylor proposed the "One Right Way" to do work effectively for optimal productivity - and this method grew in popularity. Soon the "One Way" idea was applied from the assembly line to the executive suite.

Once the Hawthorne effect of change had lost its sparkle, observers realized that the "One Way" worked well for some applications and not well for others.

Especially when applied to leaders in their roles - since most organizations, markets, customers, and required resources are quite varied, logic points away from a “One Right Way" approach.

Leaders are as varied as the leadership situations they are responsible for. Winning Leaders - those who succeed in establishing, growing, and capturing market share - may be described in about a half dozen descriptive categories or styles.

This interactive session will have us examine a few of these styles, and will overlay the effectiveness of Emotional Intelligence as a tool to aid in the transformation, and subsequent leadership, of the organization.

Takeaways from the Session

The discussion should be lively and you will walk away with:

  • Primary styles winning leaders tend to adopt
  • What role Emotional Intelligence plays in a leader's effectiveness
  • Some notable examples of winning leaders for the styles discussed.


About Our Facilitator:  



Art Medici

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Art Medici has a diverse background as an executive leader in e-commerce, high tech, telecom and information companies. His experience spans startups, high growth small/mid cap firms and global leaders like Thomson Reuters and IBM.

As an operating executive, he has assembled top management teams, then mentored and motivated them to significant accomplishments. He has served on boards of directors, including NavTech GPS, Comtech, 1Efficiency, ICC and Logilent.

Art advises government contractors on taking advantage of that industry's rapid transition and consolidation trend. At Comtech, an IT provider to numerous government agencies, Art worked with the management team to build alliances that drove new business and increased revenue.

In the e-commerce space, as Director, CEO, COO of ICC, he completed four acquisitions and drove revenue from $20M to $90M while raising the share price significantly. He has helped to shepherd family businesses through generational transfer while positioning them for continuing growth.

Earlier in his career, as US SVP of Marketing at $12B Cable & Wireless PLC, Art was responsible for growth by building alliances with Cisco and IBM among others as well as new product development for the ISP service acquired from WorldCom/MCI.

Currently, Art is a partner with the Newport Board Group, an advisory firm that works with CEOs and Boards to help them move their firms from No Man’s Land by accelerating growth and preparing for exit.

Contact Information

Art Medici
Partner

Newport_Board_Group_Logo.png

Phone: 703 217 1948


July 8, 2016

Mommy? Daddy?:  Where Do Good Leaders Come From?

When we think of good to great leaders, do we focus on contemporary times or are we looking back to the past? Who is the first name that comes to mind? Historic or current?  As with the great composers, when considering the great leaders, we tend to look to the past for suitable candidates. However, there are many superior leaders in the current day who significantly moved markets, revitalized operations, and created innovative changes to traditional approaches - like Bezos (Amazon), Musk (Tesla Motors/SpaceX), Brin/Page (Google/Alphabet), and Kalanick/Camp (Uber).

Much has been written about leadership by great minds, like Demings, Drucker, Maccoby, Bennis, Peters, and hundreds of others (a number of our members included!). Plenty of concept, scholarly thought, and distilled experience & knowledge to guide leaders to become better at their role and more successful in their actions.

HOWEVER, could there be negative doppelganger of leadership 'wisdom' being consumed by folks in these roles resulting in ineffective or incongruent principles? How do organizations emphasize superior customer experience to their customers, but fail to deliver it since they do not have supportive procedures, trained people, and technology in place to create the intended CX? Do individuals assume that the skills necessary to be a good leader come with the assigned title - that when appointed CEO the tenets of leadership are magically included as new knowledge.  Some just assume that leadership is supposed to be intuitive - anyone can do it, just apply logic, planning, and vision to your daily ritual? Any of these paths lead to a sad result.

As enticing as the possibility of a mirror image may be why becoming a good leader is so difficult, the real answers more likely lie a number of practical gardens - what's the effect of new generations brought up in an overprotective environment on their ability to be contributing members teams and organizations. Hard to be effective in a competitive marketplace when not permitted to compete in games when growing up  The raw material a leader must work with has changed over time and the leader requires more communications, time, and effort to develop managers and employees to acceptable performance levels.

Technology has altered the content of jobs and eliminated a significant number entirely- it has removed much of the routine and repetitive tasks, and has caused much of  the work to be 'dumbed down' (requiring lower skill levels). This results in less pride and satisfaction in the work done, which in turn affects quality & productivity.

Work satisfaction statistics have been collected by the Conference Board since 1987 - when 61.1% of workers were satisfied with their job. Studs Terkel, in his 2004 book Working found that the satisfaction factor had dropped to under 49% and recently it has dropped to 47.7%. Top reasons given for the continued deterioration are: lack of meaningful work; 'quality' of coworkers; money.

Add to these factors the effect of global markets, worldwide financial recession, population unrest, and others seeking advantage by evil means -  we have quite a witches brew bubbling away on the fire. Leaders must tame this miasma to achieve desired results and keep the organizations healthy and strong.

Join us on July 8th for an interactive session to address the question: where do good leaders come from? By pooling our experience and knowledge we can give guidance to other  leaders on the use of some fundamental tools which have been revised for the more complex set of variables we now face.
Takeaways from the Session

The discussion should be lively and you will walk away with:

  • A new look at effectively communicating the vision
  • Ways of anticipating unintentional consequences
  • Some thoughts on creating tactical and practical action plans.
About Our Facilitator:  




Jack Gates







Jack says technology is how we do things – not the things we do them with...those are just the tools. He develops new technology (the how) to get spectacular results using the latest tools (the things). In addition to working with clients to increase sales and improve operations, his assignments include strategic planning, acquisition assessment, fundraising strategy, executive mentoring, and general manager of a country club.

Jack’s experience as a CEO, Director, and Chairman includes the disposal of 3 organizations and leading 2 organizations that were the target for acquisition – mergers and acquisitions up close and personal. He initiated the establishment of the captioning industry association, served on the FCC Post 9/11 Emergency Communications Task Force, and is active working with students at his alma mater - The Smith School of the University of Maryland. He ran an international non-profit organization and has headed numerous boards and councils in business and community sectors.

Gates blogs about evolutionary changes in business, leadership, and better communications. He routinely posts to Sales Labs Posts, Open Source Leadership, as well as Through the Browser and numerous discussion groups. Distribution of Jack’s posts is typically 250,000+ readers – however, his post When Will We Get Back to Normal hit a distribution record of 1.3 million readers.

Jack founded and leads the Leadership Breakfast of Maryland, a membership group of experienced leaders - meeting monthly since 2008; led the National Captioning Institute – a $22 M organization – as President & CEO; had senior executive roles with Union Memorial Hospital, Towers Perrin, Watson-Wyatt, and PRC in entertainment, healthcare, and human resources industries; and has hands-on experience in operations, human resources, finance, client development, association governance, and marketing/sales. He served on the Dean’s Advisory Council of the Smith School and taught business and technology classes as an Assistant Professor at the University of Maryland for 8 years.

He is actively involved in several organizations providing intergenerational programs – activities bringing together individuals from older and younger generations to learn from each other and to expose each generation to the magnificence and accomplishments of the other generation. Jack served on the Board of Directors of Interages for over a decade, chaired the Strategic Planning Committee, and led its merger into the JCA, another non-profit with intergenerational programs. He is mentor and Board Advisor to the HOCHA Foundation, a start-up established in June 2014, which works with elderly participants to captured their life stories through reminiscing interviews by college students, creating a legacy memory book for the participant and their family.

Gates is with Sales Lab  as its COO and is active in numerous groups, such as DC Tech for start-ups and the Google technical user and developer group.

Jack earned a BS from the Smith School of Business at the University of Maryland, College Park and an MBA (Finance) from Southeastern University in Washington, DC.

He is a native Washingtonian and served in the U.S. Army in Viet Nam.


Contact Information

Jack Gates
Sales Lab

Phone: 240-424-0843

LinkedIn: https://www.linkedin.com/in/jackgates

Twitter: @jacklgates

Google+ Profile: +JackGates


June 3, 2016

The Leadership Clearing:
How Your Conversations Create
Compliance or Creativity,
Deceit or Decency,
Greed or Greatness.

Tony Mayo, returning with his second program for the Leadership Breakfast of Maryland, will facilitate a discussion of the proposition that it is:
  • more profitable,
  • more durable, and
  • more respectful
to construct work environments which encourage desired behaviors than to demand desired behaviors or punish undesirable behavior. We anticipate a lively conversation about the impact and practice of leadership that creates clearings with powerful, predictable characteristics.

This session is inspired by Tony’s business-themed novel Crimes of Cunning: A comedy of personal and political transformation in the deteriorating American workplace. 

Attendees may download a relevant chapter for free by clicking here or with this link: https://goo.gl/sXxd3nTony's articles, Integrity Ebbs by Inches and Truth or Consequences? Beyond the Punishment Model may also be informative. Background reading is strictly optional and not necessary to participate in the discussion.

Takeaways from the Session
The discussion should be lively and you will walk away with:

  • Access to a calmer, more assured leadership style
  • Clarity about the environmental drivers of group behavior
  • Alternatives to power struggles, conflict, and manipulation.
About Our Facilitator:  


Tony Mayo


Executive Coach to
Business Owners & Their Teams






Tony Mayo is an experienced executive coach to business owners and their teams. He is a master of analogy and anecdote whose illustrations are as likely to come from his studies of brain science, high energy physics or eastern philosophy as from his years of management and sales in high-technology. Whether speaking from a platform, coaching one-on-one, or facilitating a workshop, Tony maintains a laser focus on his goal of helping people realize their dreams.

Tony earned his MBA from the University of Chicago (now, Booth School of Business) at age twenty-one, after three years each of high school and college. He immediately started a business that he sold in 1982.

Tony has worked with Arthur Andersen & General Electric, founded boot-strap and venture-backed start-ups, and taught at the college, graduate, and executive levels. Tony is the author of #1 bestsellers The Courage to Be in Community and business-themed novel Crimes of Cunning. He is also the sole inventor of US Patents 6,678,663 & 7,930,209. His most important activities today are family fun, working with top executives, and total health. All with one unifying purpose: to promote workplaces of humanity and prosperity where people can be productive and satisfied.



Contact Information

Tony Mayo
Executive Coach to
Business Owners & Their Teams

Reston, Virginia

202.905.2588

Email: Coach@TonyMayo.com

www.linkedin.com/in/tonymayo

www.TonyMayo.com


May 6, 2016

Leadership and Engagement at Work

Why do most of the CEOs surveyed by McKinsey state that leadership training is useless or even destructive? 

Why are fewer than one-third of the US employees engaged in their work?

In this interactive session, Dr. Michael Maccoby will provide answers to these questions and present the tools to strengthen leadership and employee engagement.

Takeaways from the Session

  • Participants will take-away a better understanding of the difference between leadership and management
  • How different types of leadership fit different contexts
  • What most motivates followers 
  • How to engage and motivate the people leaders lead.
Audio Extra:Link to mp3 audio file - Dr. Maccoy on Strategic Intelligence interviewed by IBM Center for the Business of Government - michael_maccoby_abcd.mp3
 
About Our Facilitator:  


Dr. Michael Maccoby









Michael Maccoby is a globally recognized expert on leadership who for 40 years has advised global leaders in businesses, governments, unions, universities and non profit organizations in 36 countries. 

He is president of The Maccoby Group in Washington, D.C., which offers consulting, coaching, research, and leadership workshops. 

He has a BA and PhD from Harvard University, where he directed the Program on Technology, Public Policy and Human Development from 1970-90. He graduated from The Mexican Institute of Psychoanalysis where he studied under Erich Fromm and with him wrote Social Character in Mexican Village. 

He is author of The Gamesman, The Leader, Sweden at the Edge, Why Work?, Narcissistic Leaders, The Leaders We Need, lead author of Transforming Health Care Leadership, and author of Strategic Intelligence. 

In appreciation of his work in Sweden, he was made Commander of the Royal Order of the Polar Star. 

He is a fellow of the American Psychological and Anthropological Associations and the National Academy of Public Administration. 

He has taught leadership at Oxford University’s Saïd School of Business for twelve years.


Contact Information

Dr. Michael Maccoby

Web: www.maccoby.com/

Phone: (202) 895-8922

Fax: (202) 895-8923


April 1, 2016

When Leaders Lead – Accountability Follows

Leadership Lessons from the Cockpit

Consistent accountability is crucial in the cockpit as well as in business.

We hear the concept from time to time:
  “How can I make my people more accountable?” 

But can we really “make” them accountable?

Randy will facilitate this tantalizing topic to explore some tried-and-true practices to create a culture of accountability.  

He will present some recent trends in aviation, including CRM (Crew Resource Management) that have enhanced safety in flight by building clarity and accountability within the cockpit environment.

The same principles apply to growing, entrepreneurial businesses. We will explore “lessons from the cockpit” as they correlate to building a healthy and successful business.

Takeaways from the Session

  • Understand the concept for building a culture of accountability
  • Introduce proven tools that bring more clarity and   accountability throughout organizations
  • Understand how high levels of “accountability” will enhance team performance (whether in business or in the cockpit)

About Our Facilitator:  



Randy Taussig







Randy Taussig is an entrepreneur and has served on executive teams, managing sales and operations for privately held organizations ranging from $5M - $150M. His passion is helping business leaders reach their BIG business goals. 

Randy’s entrepreneurial roots go back to 1860 when his great-great grandfather started two bakeries in Washington, D.C. which eventually grew into a $150 million molasses and sugar refining business (Sucrest Corporation) that produced some well-known products like Grandmas Molasses®, a staple for many bakers and a brand still available on the market today. 

Randy joined the family business after graduating from the University of Delaware, working first in finance and then in marketing, sales and operations after earning his M.B.A. He continued to work at the company for over 10 years, helping grow the business both organically and through acquisition, which eventually led to its sale to a larger food conglomerate. 

Later, he ran the marketing and sales for a $40M pharmaceutical packaging business, led the marketing and operations for a national trade association and built two consulting practices. 

As founder of BlueCore Leadership, he now helps entrepreneurs simplify, clarify and achieve their vision. 

Randy is also a private pilot who is passionate about flying, with over 1,500 flight hours accumulated both personally and for business.

Contact Information

Randy Taussig

Email: rtaussig@bluecoreleadership.com

Mobile: 703-489-7722

www.bluecoreleadership.com


March 4, 2016

The Moment You Can’t Ignore: Leading Leaders

The nature of leadership is changing in today’s turbulent business world, as the old ways of working – command and control, hierarchical, long-term commitments – shift to more networked, project-based and short term arrangements. 

This session will explore how leaders can lead effectively in this new organizational environment, with its ever-increasing need for speed, agility, productivity, and innovation. 

Dr. Barry Dornfeld will draw on ideas from “The Moment You Can’t Ignore: When Big Trouble Leads to a Great Future,” co-authored with Mal O’Connor.

We will discuss translating these ideas into specific behaviors and practices for daily work, enabling individuals to see how their unique efforts contribute to the organization's performance as a whole. 

In the end, work becomes more productive, effective, meaningful—and profitable. 

(Click here for the chapter, “A Case of Conflicting Authority,’ to preview the book.)

Takeaways from the Session

  • Strengthening your authority by sharing it with others
  • Understanding others’ interests to advance shared goals
  • Using your internal network to foster future opportunities for creative institutional change, and for individual growth and advancement

About Our Facilitator:  



Dr. Barry Dornfeld

CFAR, INC.




Barry Dornfeld, Principal at CFAR, a boutique consulting firm, brings his expertise on organizational change, culture, and collaboration to his speaking and consulting work. 

Barry leads workshops for executives on negotiation, influence and persuasion, and strategic change internationally, including Wharton Executive Education. 

Trained as an anthropologist and documentary filmmaker with a PhD in Communication from the University of Pennsylvania, Barry is co-author of “The Moment You Can’t Ignore: When Big Trouble Leads to a Great Future” (www.unignorablemoment.com), and has published on social capital, digital media and public television. 

Previously Dr. Dornfeld was faculty at New York University and chair of Communication Program at UArts in Philadelphia.


Contact Information

Barry Dornfeld, Ph.D.
Principal

CFAR, INC.
1600 John F. Kennedy Blvd., Suite 600
Philadelphia, PA 19103

Phone: (215) 320 - 3225

Email: bdornfeld@cfar.com
LinkedIn: http://www.linkedin.com/in/barrydornfeld


February 5, 2016

Know Your Mind:  The Royal Road to Leadership

This Leadership Breakfast of Maryland program will convey current neuroscientific formulations of “What is a Mind” and interactively seek ways in which these new understandings enhance our leadership capabilities.

More details: This session will involve a didactic presentation along with experiential components to explore basic concepts of Mind.  

We will: 

(1) Analyze four essential features of the Mind, 

(2) Compare activities of the mind that involve “primitive” structures and pathways versus “higher order” brain functions, 

(3) Delineate neural pathways underlying the psychodynamics underlying leadership behaviors, 

(4) Consider potential ways to optimize personal, social, organizational and cultural strategizing and decisional making.

Takeaways from the Session

  • A solution to the Mind/Body Problem
  • What consciousness is and isn’t
  • What is the unconscious and what it is for
  • The Primary Palette of Feelings
  • The Neuroscience of Motivation
  • What it means to have the “Mind of a Leader.”

About Our Facilitator:  



Thomas Hoffman, M.D.

PScience Associates




Thomas Hoffman is a physician and laboratory scientist who completed a 20-year career in the United States Public Health Service at the Food and Drug Administration and National Institutes of Health as a research team leader, regulator, and science administrator.

Thomas combines his public and private sector experience in R&D and biomedical management with a thorough knowledge of classical psychoanalysis, contemporary psychology, and management theory.  He is expert in individual and team dynamics, management science, and neuroscience.  He has been a clinician with a private practice, an academic (Johns Hopkins University Carey School of Business), and a practitioner, having founded the consulting firm, PScience Associates, which focuses on biotechnology, healthcare, and high-tech enterprises.

Thomas is married (Judith Kline Hoffman, LCSW) with two children, age 28 and 24. His outside Interests include: Yoga, Golf, Cinema & Theater, Culinary Arts, and The New York Times. 


Contact Information

Thomas Hoffman, M.D.

PScience Associates

9419 Locust Hill Rd.

Bethesda, MD 20814

(301) 493 8630

THOFFMD@PScience.com


January 8 , 2016

The WHY: Crazy Glue for Your Business

You are not alone in WHAT you do, but how do you set yourself apart? 

To differentiate and distinguish your business in the age of smartphones, you need loyal, connected customers and inspired, aligned, engaged team members.

Now more than ever, we must matter and we must be authentic. 

To avoid competing on price, or worse, being ignored, we must create compelling, repeatable WHY-based communications directed at the right internal and external audiences… always and at all touch points. 

It’s time to change your game! 

Cultivate engaged, aligned Team Members who pull your direction and stick around

Generate connected, raving (and referring) Clients, Customers, Partners and Investors who advocate for you

Watch your Buy-Me Metrics™ rise:  +22% Profitability, +21% Productivity, and  +20% Customer Spending  (Gallup)

Gain a huge, sustainable edge over your competition.

Takeaways from the Session

  • Learn why now, more than ever, connecting on a deeper level via your WHY, is essential
  • Draw the right Customers, Clients, Team members, Partners and Investors to your business and create “stickiness” with them
  • Apply WHY-based, Compelling Communications, aka Compellications™, to jump-start your Metrics and fortify yourself and your business from the inside out.

About Our Facilitator:  

Beth Perl Berman

BPB Solutions





With contagious energy and purposeful, positive thinking, Beth’s insights from 25+ years of Marketing, Sales, Business Development, Recruiting, and Job Search Coaching translate to tangible results. 

Beth’s WHY-based, Compellications™ (Compelling Communications) approach brings relevance, glue, and authenticity to your words, compelling your audiences to Buy In, Sign On, Buy and Refer… and advocate for you.

Beth is a dynamic speaker and coach.  

She leads engaging, highly interactive presentations and workshops with powerful takeaways. 

Beth serves as Communications Chair for the Exit Planning Exchange (XPX) DC.  She has presented and conducted workshops at Wells Fargo, The Power Conference, XPX, the Virginia Women’s Business Conference, the American Marketing Association, Vistage International, and other C-Level Peer Advisory Roundtables, elite coaching teams, and nonprofits.  

By making a profound impact on your business, Beth lives her WHY, and measures her success based on that impact. 

An avid yogi, Beth also loves long walks, sunsets, sunshine, and time with friends and family.

Contact Information

Beth Perl Berman
BPB Solutions
Email: BBermanSolutions@gmail.com
Phone: 240.560.8946
Profile: http://coach.knowyourwhy.com/bethberman/
LinkedIn: https://www.linkedin.com/in/bethperlberman
Twitter: @bethberman1   


December 4 , 2015

A Unique Personal Leadership Perspective

Edwards facilitated his first topic on Personal Leadership to LBMD in March 2013, with rave reviews. He focused on goal setting and a powerful technique for “coming from” an outcome as a way of experiencing and envisioning your future.

In our December session, Edwards will facilitate our group through a 3-part exercise that will give you a unique perspective on your greatest talents, characteristics and attributes with a surprising twist.

He is currently conducting an ongoing research project to validate an unconventional premise point (which will be shared during the session), the implications of which will help improve our ability to embrace and benefit from our greatest assets and liabilities in a way that can help accelerate growth and pursuit of your personal purpose.

Takeaways from the Session

  • A unique perspective on your greatest talents, characteristics, and attributes
  • A Surprising Twist
  • Sharing some of the
    findings from ongoing unique research project

About Our Facilitator:  

Edwards Holliday

Atlantic
Leadership
Group



Edwards A. Holliday is president and founder of Atlantic Leadership Group, established in 1989 as a Franchise Partner of Leadership Management Inc. (LMI), a world leader in leadership development.

Edwards has an unbridled passion for producing results for Professional Advisors, primarily financial services teams, and accounting and legal practices.  Edwards is the Advisor to Advisors of small, high producing teams committed to continuously growing, improving and transitioning their businesses.  He coaches clients to achieving better results in increased client assets and revenue, while improving the franchise value of their businesses and helping them cultivate clients into raving fans who naturally refer more business.  His clients include the major wirehouse firms, regionals and independents, and he frequently travels the East Coast.

His primary role is being the Advisor to Advisors of small, high producing teams committed to continuously growing, improving and transitioning their businesses.  He drives results in increased client assets and revenue, improved clientele quality and developing raving fans.  A longtime specialist in executive coaching, Edwards has experience in leadership development, strategic planning, productivity improvement, sales prospecting effectiveness and personal goal setting. For the past 26 years he has personally coached over 2000 individuals.

A longtime specialist in executive coaching, Edwards has as experience in leadership development, strategic planning, productivity improvement, sales prospecting effectiveness, and personal goal setting. For the past 26 years he has helped more than 2,000 individuals in different service businesses develop their leadership and management skills, as well as set and achieve business, personal and life goals.  

Edwards researches validated best practices and transforms proven ideas into innovative solutions for clients that include large firms such as Morgan Stanley, UBS Financial Services & Private Wealth Management, RBC Wealth Management, Wells Fargo Advisors, and Merrill Lynch. His clients also include small to middle market privately held firms such as CohnReznick, Gersowitz Libo & Korek P.C., Hach & Rose LLP, Sheehan & Co. CPA, Harkins Builders, Inc., TCA TrustCorp America, Appelman & Schauben, Atlas Law Group, and Bishop & Associates.

His specialties include:
1. Laser fast problem solving, creative brainstorming and group best-thinking.
2. Group and individual facilitation and strategic planning.
3. Team development, all phases of new team formation to adding members, succession/exit plans. 
4. Strategic referral prospecting within clientele and Centers of Influence.
5. Conflict resolution and interpersonal team communication improvement.
6. Value proposition/target market focus and articulation; branding materials and planning.

Edwards lives in Clarksville, Maryland with his wife of 20 years, Melba, and their two daughters, Sarah (18), a UMD Terps starting freshman goalkeeper (undefeated Big10 Champs 2014-2015) and Elizabeth (14), a budding equestrian and soccer player.  He enjoys making his wife happy by doing endless home improvement projects, supporting his kids’ athletic and school events, and motorcycling with the whole family.

Contact Information

Edwards Holliday
Advisor to Advisors
Atlantic Leadership Group
Email: edwards@atlanticleadershipgroup.com
Phone:  (202) 656-2388 
Website:  www.AtlanticLeadershipGroup.com
LinkedIn: www.linkedin.com/in/edwardsholliday


November 6 , 2015

Leading Through Today's 9 Customer Experience Imperatives

A Customer Experience Revolution

According to Gartner research, by the year 2016, 89% of companies expect to compete on the basis of customer experience. That number was 36% just 4 years ago.

A traditional C-Suite consists of a CEO, COO, CIO, CMO, & CFO. Of these leaders, who is best suited to lead the quest toward a remarkable customer experience? Is it everyone's responsibility ... or is it no one's.

And what is Customer Experience anyway?

Customer Experience (CX) is the holistic, journey-based evolution of what was once known – albeit myopically – as customer service. Today’s smartest companies are paying attention to CX trends and making much-needed adjustments – some minor and some major. 

Why? Because a remarkable customer experience leads to customer loyalty. 

And customer loyalty leads to repeat and referral business, which is a preferred and sustainable path to profitability, and – as it turns out – a strengthened organizational culture.

Takeaways from the Session

In this interactive session, we'll be discussing the 9 key areas that are proven to be more than worthwhile investments; they are imperatives:

  • Tailored/Personalized Experiences
  • Balancing Hi-Tech and Hi-Touch
  • Relevant Advice and Learning
  • Employee Engagement
  • Voice of the Customer
  • Experiential Mindset
  • Anticipating Needs
  • Social Proof
  • Storytelling

About Our Facilitator:  

 

Steve Dorfman






Before founding Driven to Excel, Inc in 2006, Steve spent 11 years as a sales consultant for a luxury automaker. His unwavering commitment to impeccable client service resulted in raving fans and consistent commissions. In fact, Steve went on to earn “Salesman of the Year” 7 years in a row, while maintaining a CSI (Customer Satisfaction Index) rating in the top 1% nationally. He worked by appointment only as his repeat and referral business rocketed to unprecedented levels and ultimately translated into 70% of his sales.

Prior to 1995, Steve spent 8 rapid-growth years in the hospitality industry. Today, Steve Dorfman speaks, trains, and consults on the customer experience. He also hosts the We Mean Business! TV show and has conducted more than 90 interviews with thought leaders, top executives, and bestselling authors.

Leaders hire Steve to motivate, educate, engage, and develop their staff with interactive trainings and continuous development programs that result in: “Employee-owned” remarkable experiences for customers and clients; consistent referral business, and; repeat customer loyalty. In turn, as you might imagine, this translates into a strengthened culture and increased profits.

Contact Information

Steve Dorfman 
Customer Experience Officer
DriventoExcel
Email: Steve@DriventoExcel.com
Phone:  301-996-9147 
Website:  www.DriventoExcel.com


October 2 , 2015

S.O.A.R. with Your Leadership Vision

What does it take to SOAR in the marketplace? Is your leadership vision clear, concise, inspiring and aligned with your core values?

Does your business have a vision and mission map? 

Have you crafted or reviewed your vision and mission statements recently?

Have you clearly defined your corporate values, target markets, and brand identity?

These are just a few questions that will be discussed. We will have the chance to tackle a few exercises that can help clarify leadership vision and corporate mission. This workshop will be highly interactive. 

Takeaways from the Session

  • How SOAR and leadership relate

  • How clear is your leadership vision and message

  •    Does your message move the organization closer to its goals

About Our Facilitator:   

Mali Phonpadith







Mali Phonpadith is an author, speaker, podcaster, Founder of the SOAR Community Network and the Executive Producer of Tea with Mali TV. 

In 2015, Mali was selected as a Belief Team partner in association with the Oprah Winfrey Network (OWN) and Values Partnership.

Mali has over 18 years of marketing, sales, and business development experience. She has consulted with hundreds of entrepreneurs and visionaries to help them S.O.A.R. (See, Own, Articulate, Release) with their unique message and mission. Her team serves growing businesses by becoming their virtual marketing department and helping them solidify their infrastructure, processes and growth plan.

Mali has spoken at The Library of Congress, Smithsonian, University of Maryland’s Smith School of Business, George Mason University, SAIC, SWAMFest, and many other venues. 

Advisor Today Magazine, Asian Fortune Newspaper, News Channel 8/WJLA DC, Radio Free Asia, Voice of America, Intentful Magazine and numerous blog talk radio programs have featured her work and inspiring journey.

Contact Information

Mali Phonpadith 
Founder and CEO
SOAR Community Network
Email: MaliPhonpadith@SOARCommunityNetwork.com
Phone:  703.608.2182 
Website:  http://soarcommunitynetwork.com



September 11, 2015

Leadership: A Romantic Enterprise

Why do we do this? 

Why do we amass capital and labor, energy and initiative, and declare that we’re capable of being in charge? 

An obvious answer asserts that we just want to be profitable and need a team to get the job done. 

A simplistic answer suggests that we have confidence in our experience, our ideas, and our selves. 

An even simpler answer is that someone’s got to make decisions for a group, so it might as well be you.

This isn’t going to be that talk.

Great leaders throughout history embody something deeper, more resonant, and ultimately more powerful. 

Having authority is one thing, but genuine leadership draws from less tangible sources, with roots into areas that extend far beyond ordinary organizational charts. 

In this compelling and provocative presentation, filmmaker, writer, and media consultant Michael Starobin recasts leadership as less about steering your ship to a point on a map and more about a shared romantic pursuit to a place somewhere over the horizon. 

This isn’t a talk about amorous romance.  

Instead, it will present romantic ideals in the context of the word’s roots, namely storytelling, passions, and a desire for engagement with the world. 

Michael will make a case for why most people need something beyond a paycheck to take a leader seriously. This will be a compelling multi-media presentation with references to art and culture, science and technology…and an event you won’t want to miss.

Takeaways from the Session

  • How romance relates to leadership

  • Romantic ideals of storytelling, passions, and desire for engagement

  •    Leaders draw from a variety of sources - learn of the less tangible ones 

About Our Facilitator:   







Michael Starobin


Michael Starobin is President and Creative Director at 1AU Global Media, LLC, a multimedia production and communications consulting company.  

His award-winning work has played at The Smithsonian, The United Nations, congressional and other federal presentations, national television outlets, and corporate venues. Two of his films have been finalists at the Jackson Hole Science Film Festival. 

In 2006, Michael led the development of technology and procedures for delivering the world’s first movie created specifically for spherical screens. The resulting film FOOTPRINTS, which he produced and directed by commission from NASA, continues to play daily in four languages on spherical screens around the world. 

Time Magazine named FOOTPRINTS one of the best inventions of the year. A few years later Michael and his team used these techniques to produce the principal film representing the American delegation at the international climate summit in Copenhagen.

Recently Michael produced a variety of multimedia work from the Tanegashima Space Center in Japan to cover the launch of the GPM satellite. 

Last year he flew at low altitude more than a hundred hours on NASA’s P3 aircraft over Greenland on a mission to measure ongoing changes in polar ice, and he recently returned from a month long trip to Chile where he travelled with scientists on similar low altitude research flights over Antarctica.

Michael's background includes work as Senior Producer for Television and Electronic Media at The NASA Goddard Space Flight Center.  In addition to working with spherical screens and conventional video, Michael and his team have produced for 3D systems, ultra-high resolution wide aspect video walls, and live events. 

He recently headed editorial development of NASA's Visualization Explorer, an iPad app designed to showcase science news and feature stories at NASA.

Earlier in his career he worked in the Washington news corps, overseeing daily news and video distribution for Conus Communications, a national media company.  Before assuming a leadership position at Conus he started the company’s science and technology desk in Minneapolis, reporting on a wide range of subjects. Prior to Conus he worked in Public Radio as a producer. 

Michael graduated from Macalester College in St. Paul, Minnesota with a degree in anthropology and honors work in biomedical ethics.  

His weekly blog on creativity appears on Mondays at 1auglobalmedia.com

Contact Information

Michael Starobin
President & Creative Director
1AU Global Media
Email: mstarobin@1auglobalmedia.com
Phone:  301-524-4404 
Website:  1auglobalmedia.com



August 7, 2015

The Leader as Mediator:  A New Model of Collaborative Leadership

This interactive session will explore various dimensions of conflict such as sources and possible interventions, assumptions and strategies for managing conflict.    

Then we will explore characteristics of collaborative leaders and theory that future leaders, unlike the demagogues or managerial styles of the past, must have the skills and heart of a mediator to lead 21st century workplaces.

Takeaways from the Session

  • Strategies for handling conflict

  • Tips on facing and managing conflict

  •    Courageous questions for communicating about conflict

About Our Facilitator:


    

Ellen Kandell






Ellen Kandell, is an attorney with over 30 years of diverse legal experience in the public and private sectors.  

She is the President of Alternative Resolutions, LLC which provides mediation, group facilitation and training.   

Her passion is working with organizations to resolve team and system wide conflicts.   

She has mediated cases for Adventist HealthCare, Toyota, professional practices, private schools and local, state and federal agencies.  

She is one of  eight Maryland mediators featured on a statewide demonstration video of good practice.  

She is an Adjunct Professor in the graduate human resources program at Catholic University of America.  

Ellen is past president of the Maryland Council for Dispute Resolution and past co-chair of the ADR section of the Montgomery County Bar Association.    

In 2014 she became certified by the International Mediation Institute.  

Prior to opening her own firm in 1999, Ms. Kandell helped manage the ADR program at the U.S. Environmental Protection Agency. 



Contact Information

Ellen Kandell
President
Alternative Resolutions, LLC
Email:  ek@alternativeresolutions.net
Phone:  301-588-5390 (office)
Website:  www.alternativeresolutions.net 
LinkedIn:  http://linkedin.com/in/ellenkandell



July 10, 2015

Leading Without Power: Be a Collaborative Facilitator to Implement Ideas

As consultants, we are typically hired to help clients resolve issues and solve problems. 

Sometimes we do the solving; other times we guide clients through solving their own. 

Unless we have direct paycheck and performance evaluation authority over our clients (probably not), consultants get the job done without “real power”. 

We in essence are hired to produce results with the equivalent of volunteers—willing or unwilling.

Leading without power requires a skill set that earns followers and elicits cooperation. 

Instead of management skills in a typical employer/employee relationship, consultants must engage in collaborative facilitation to gather information, thoughts, and feelings (ideas). 

Then develop solutions, determine and implement strategies, and encourage accountability to achieve long-term results.

Takeaways from the Session
  • Examples of getting results when you do not have ‘command authority’
  • Collaboration with the unwilling or unappreciative – is it possible?
  • Lessons learned – applicable to future collaborative projects?

About Our Facilitator:

   

    

Sylvia Henderson


Sylvia Henderson—Implementation Strategist and creator of the Idea Success Network, a program of her training and development company Springboard Training—shares with us the four competencies of a Collaborative Facilitation Professional™. 

This is a designation she coined and envisions consultants attaining to learn and put into practice the skills and tools necessary for leading without power to implement ideas…for your own practices and for your clients. 

Sylvia Henderson is Founder and CEO (Chief Everything Officer) of Springboard Training... "Your springboard to personal and professional development!" She works with entrepreneurs, professionals, and teams to help you get clear about, organize, and implement strategies that turn your ideas to action. Transform your ideas to IMPACT© with Sylvia’s workshops, speeches, online resources, books & CDs, and more! In the process she helps make your behaviors and mindset align with, or exceed, your business, career, or life goals for greater success in achieving your dreams.

Contact Information

Sylvia Henderson 
Founder - CEO
Springboard Training
Email: sylvia@springboardtraining.com
Phone: 301-260-1538



June 5, 2015

Finding Your Voice Amidst Failure

How many times have you looked at failure as evidence that you or the people you lead weren’t good at something? 

Failure in one area can actually put you on the path to success in a completely new and surprising area, causing you to reinvent yourself and move forward with purpose. 

This session will prompt you to look back through professional or personal failures (sounds fun, right?) and recognize their role in your current or future success (sounds much better!).

This session will also prompt you to think about the things in your work that bring you or your employees joy and to give yourself (and them) permission to spend more time on them. 

Takeaways from the Sessio

  • How to re-think professional failures in your life
  • How to find your professional voice and sense of agency and purpose
  • How to help the people you lead find their own voice

About Our Facilitator:

     

          Allison Shapira

Allison Shapira is a former opera singer and the president of Global Public Speaking, LLC, a company that helps people give confident and authentic speeches and presentations. Three years ago, she left a great job at Harvard, turned down a lucrative consulting gig in DC, and traveled around Europe with a guitar. She moved to Washington, DC to start her own company teaching public speaking and presentation skills.

Allison now teaches the Harvard Kennedy School and at Georgetown University’s McDonough School of Business. She is a keynote speaker, corporate trainer, and executive coach who has worked with executives, diplomats, salespeople, bankers, government ministers, elected officials, engineers, lawyers, military veterans, and entrepreneurs. 

Allison is a also TEDx speaker and songwriter who performs worldwide and uses music as a way to help others find their voice and their courage to speak. She has taught training programs in East Africa, South America, Europe, and the Middle East; she particularly enjoys helping women around the world learn communication skills so they can grow their business or run for political office. She also launched a new program to train military veterans in public speaking and networking skills to help them successfully find their next civilian job.

Allison holds a bachelor’s degree in Italian Literature from Boston University, a master’s degree in public administration from the Harvard Kennedy School, and is a member of the National Speakers Association. She speaks Italian and Hebrew and has studied 9 other languages. She lives in Washington, DC and works with clients around the world.

Contact Information

Find Your Voice


The Wagoner's Lad



May 1, 2015

The BOLD Speak Leader

Where would your business (or your client’s business) be if the staff could:

  • Increase Their Impact
  • Advance the Organization’s Purpose

  • Sell More Products

  • Lead with More Conviction

  • Engage Their Teams

  • Perfect Their CHANGEspeak

  • Show Newfound Confidence?

The BOLD Speak Leader can deliver all of those outcomes. Researchers say it’s not only WHAT you say, but HOW you say it that matters.

To be a BOLD Speak Leader:

  1. You are BELIEVABLE. I once interviewed Dolly Parton and she told me that she “invented” the character with wigs, fingernails, and whatever else. She wanted to make a mark to send money home to her very poor community. In spite of all the razzle – dazzle, she knows who she is, what she’s doing, and why she’s doing it. When you stand in front of your staff with a request or a motivational moment, you need to be Dolly Parton Believable.

  2. You are ON -TARGET. We spend all of our time focusing on the words WE are going to say. What about focusing on what our audience HEARS, as we speak? Will they hear our message the same way we intended it, or will it just be adding another request to an already over worked team? What can you say that is designed specifically to lift your team UP from the daily grind. That will be ON-Target speaking that will make them want to listen.

  3. BOLD Speak Leaders are LIKEABLE. Why is it so important and not just shallow to be likeable? Your listeners make up their minds about you in 9 seconds! If they don’t like you, they flip the remote to another channel in their minds. Your body language can help immensely with your likability factor. If your gestures are open and warm, inclusive and humble, even the toughest message can be more likeable.

  4. You are DARING in the sense of being valiant and heroic. You are sticking your neck out for them! You are offering to be their advocate, even when they know what you are saying may not be possible – YET! You are going to work for them in the face of many obstacles – cut budgets, smaller staffs, long hours. You are daring to fight for their needs.

The best news? You can model the BOLD Speak Leader for your staff. The CEO of the largest company of its kind in the lower 48, said, “Bold Speaking helped change the culture of our company. We speak like leaders. Now our team can follow.”

Takeaways from the Session

  • How Bold Speaking yields Bold Hearing
  • The Bold Speak Leader helps others better achieve their potential
  • Bold Speak Leadership is not limited to just brash, outgoing, “life of the party” individuals.

About Our Facilitator:

  
Jan Fox
Fox Talks

Jan Fox’s 4 EMMY AWARDS attest to her stellar 25 + year career as an Anchor/Reporter on local network news. But don’t ask her where she went to Journalism School. She’ll answer, “I LOVE LUCY!”

SMALL TOWN START

Jan likes to say she came from an old house in Shelbyville, Indiana, all the way to the White House and Hollywood, interviewing many celebrities and US Presidents. This is a life she never could have imagined. Her personal story makes you laugh, cry, and commit to the impossible.

BIG TIME CAREER

Jan earned 3 Emmys at WUSA TV9, CBS, in Washington, DC. At the NBC station in Portland, ME, Jan helped the news ratings jump from # 2 to # 1, with a huge 51% market share! A Portland News Director recently said, “Jan Fox is revered in Portland in perpetuity. She took the station from #2 to #1 back in 1986, and we never looked back!”

In Boston at ABC, she hosted an Emmy Award Winning talk show.

LIFE AFTER TV

Invitations to speak and coach kept coming, so Jan started her business: Fox Talks. She teaches CEOs, Business Leaders, Entrepreneur Groups, and Sales Teams to speak to their fullest potential.


PARTIAL LIST OF CLIENTS

Jan has keynoted and trained at many government agencies, plus Marriott, Verizon, ACCENTURE/Agilex, Billy Casper Golf, U.S. Coast Guard, DC Board of Trade, Vistage, SYMANTEC, Citrix, American Translators Association, National Association of Professional Organizers, National Association of Pet Cemetery and Crematoria Owners. She only has goldfish!

She has coached more than 35 TEDx Speakers and dozens of CEOs and Managers.

LONG LIST OF AWARDS

Jan has received many Civic and Media Awards: Best National Consumer Affairs Reporter of the Year - American Cancer Society Vision Award - Toastmasters Communications and Leadership Award - Virginia Governor’s Safety Award - NSA DC Member of the Year.

Jan holds an M.ED. from Lesley University, where she also directed and taught in the Graduate Teacher Outreach Program.

She is a member of the National Speakers Association, serving on the board of the DC Chapter for 2 years, and sits on the Women in Business Advisory Board at George Mason University.

Contact Information

Jan Fox

Fox Talks

Email: jan@foxtalks.com

Phone: 2020-302-1241

www.foxtalk.com


April 3, 2015

The Unpopular Programs and Leadership - How Do We Live the Vision?

Have you ever tried to help a client or friend, only to discover that he or she was just a little bit crazy?  Frustrating, wasn’t it?

At this program, you will have an opportunity to experience that special kind of frustration all over again.

David Gamse will be our crazy client – crazy because, by his own admission, he wants to market products and services that precious few customers want.  Specifically, he would like to help older jobseekers land jobs.  Yet, as you might imagine, most employers are not particularly interested in hiring them, and neither the employers nor the jobseekers seem willing to pay for this assistance.  To complicate the marketing and business challenge, most employers don’t speak their minds because federal law requires them to appear to be age friendly or at least age neutral.  Even David’s current and prospective customers -– men and women age 50+ -- shy from calling themselves “old.”

So how should David effectively package older workers and the services that support them?  How could he attract middle-aged and older clients? How might he cover his operating costs?

In one way or another, David’s dilemma is shared by nonprofit leaders from coast to coast.  Often, they advocate for unpopular programs, policies and segments of society.

“If we didn’t represent extraordinary needs,” said David, “our nonprofits themselves probably wouldn't be needed.  Human service agencies are especially likely to swim upstream, against market forces.”

David is the Chief Executive Officer of the Jewish Council for the Aging® (JCA®), a local philanthropic organization that for 41 years has been helping to make the National Capital Area a great place to grow up and grow old.  JCA helps older adults and family caregivers of all faiths, ethnicities and walks of life.

“JCA meets a wide range of human need,” said David. “Our programs include transportation, adult day services and caregiver support, intergenerational activities and more.  Yet senior employment is our largest program.  Last year alone, we invested more than $1.2 million in it.  How do we make certain that future investments have maximum impact?”

Takeaways from the Session

  • Although the session highlights an issue in a mission-based non-profit, you will see the same principles apply to all types of organizations

  • Don't just try to "put lipstick on the pig" - look for substantive incentives or solutions

  • Leadership lessons on achieving the vision through all programs.

About Our Facilitator:

  


David Gamse


David Gamse is a gerontologist who has served as the Chief Executive Officer of the Jewish Council for the Aging® since 1990.  At JCA®, he plays a pivotal role in creating and managing innovative and cost-effective programs that help seniors thrive. 

Seventy-five staff and 800 volunteers rely on his leadership, and together they serve more than 30,000 older adults and family caregivers each year through transportation services, senior employment programs, intergenerational activities, adult day services, public information programs and more.  Concurrently, David serves as CEO of the National Center for Productive Aging™, JCA’s consulting arm.

Over the years, David has led workshops and symposia on issues of aging and nonprofit management for a wide range of public and private organizations including the American Management Association, the White House Conference on Aging and the U.S. Department of Labor.  He has represented U.S. policy on aging at international conferences of the United Nations and Israeli Gerontological Society.  He has authored many articles about productive aging and service delivery.

Prior to joining JCA, David was a senior manager at AARP, a multi-million-member association.  Earlier, he was an adjunct faculty member at the University of South Florida’s Aging Studies Program, from which he graduated and from which he later received an Eminent Graduate Award. David is also a recipient of the Florida Board of Regents’ Distinguished Scholarship Award and the Seabury Leadership in Aging Award.

David is a member of the American Society of Association Executives, the Gerontological Society of America, the National Council on Aging, the Executive Directors & Headmasters Council of Jewish Agencies in the metro Washington, D.C. region, and the Montgomery Moving Forward Leadership Group.  He is also an officer of WorkSource Montgomery -- the Workforce Investment Board of Montgomery County, Maryland.

Contact Information

David Gamse

Chief Executive Officer

JEWISH COUNCIL FOR THE AGING

Email: dgamse@accessjca.org

Phone: 301-255-4255


March 6, 2015

Can We Lead Through Disruption and Innovation?

Consider these two scenarios - assume the role as leader of the organization – what would you do in each situation?

Your organization is a nation-wide travel agency with multiple offices in all major cities throughout the country before internet travel apps were available. The organization uses the Sabre System, which connects to many of the major airlines, to book airline tickets and you created an easy use and versatile front end program for the agents to use.

It is the 1990’s and Easy Sabre is now available to anyone with a ‘home computer’ to book airline flights. The home system is hard to use with many ordering errors by users, with no way to undo tickets except to take delivery and get a refund or credit from the airline – in around 45 days. While widely available, it is a horrible experience for many of the users.

As the leader, how would you position your organization in light of the newly available technology to the general public? Why?

You head up Kodak and in December 1975 Steven Sasson from the R&D department comes to you with a strange looking clunky device that takes pictures using ‘digital’ technology instead of film. The current business model for Kodak is provide all things photographic – cameras, film, chemicals, paper, and related items.

What would you do with this innovative device? Why?

Leading an organization during times of disruption and innovation truly challenges the leader to create a vision of what the future may hold and plan for it.

Our training for divining the future teaches us to analyze available historical data and project for the next quarter or year. Unfortunately the future has no historical data as yet and projections ranges from a Wild A?? Guess (WAG) to an Educated Guess – either way it’s a guess. What else can a leader rely on (or avoid) when making policy for the future?

In this interactive session, we’ll compare notes about experiences and outcomes from a leader’s perspective when facing disruption from market forces and the effect of innovation on our planning. Some breakthroughs are likely to occur!

Takeaways from the Session

  • Typical pattern-reaction to the disruption of business

  • Unexpected effects of innovation

  • Leadership lessons on disruption and innovation

About Our Facilitator:


    Jack Gates

Sales Lab    

 



Jack says technology is how we do things – not the things we do them with...those are just the tools. He develops new technology (the how) to get spectacular results using the latest tools (the things). In addition to working with clients to increase sales and improve operations, his assignments include strategic planning, acquisition assessment, fundraising strategy, executive mentoring, and general manager of a county club.

Jack’s experience as a CEO, Director, and Chairman includes the disposal of 3 organizations and leading 2 organizations that were the target for acquisition – mergers and acquisitions up close and personal. He initiated the establishment of the captioning industry association, served on the FCC Post 9/11 Emergency Communications Task Force, and is active working with students at his alma mater - The Smith School of the University of Maryland. He ran an international non-profit organization and has headed numerous boards and councils in business and community sectors.

Gates blogs frequently about evolutionary changes in business, leadership, and better communications. He routinely posts to Sales Labs Posts, Open Source Leadership, as well as Through the Browser and numerous discussion groups. Distribution of Jack’s posts is typically 250,000+ readers – however, his post When Will We Get Back to Normal hit a distribution record of 1.3 million readers.

Jack founded and leads the Leadership Breakfast of Maryland, a membership group of experienced leaders - meeting monthly since 2008; led the National Captioning Institute – a $22 M organization – as President & CEO; had senior executive roles with Union Memorial Hospital, Towers Perrin, Watson-Wyatt, and PRC in entertainment, health care, human resources industries; and has hands-on experience in operations, human resources, finance, client development, association governance, and marketing/sales. He served on the Dean’s Advisory Council of the Smith School and taught business and technology classes as an Assistant Professor at the University of Maryland for 8 years.

He is actively involved in several organizations providing intergenerational programs – activities bringing together individuals from older and younger generations to learn from each other and to expose each generation to the magnificence and accomplishments of the other generation. Jack served on the Board of Directors of Interages for over a decade, chaired the Strategic Planning Committee, and led its merger into the JCA, another non-profit with intergenerational programs. He is mentor and Board Advisor to the HOCHA Foundation, a start-up established in June 2014, which works with elderly participants to captured their life stories through reminiscing interviews by college students, creating a legacy memory book for the participant and their family.

Gates is with Sales Lab  as its COO and is active in numerous groups, such as DC Tech for start-ups and the Google technical user and developer group.

Jack earned a BS from the Smith School of Business at the University of Maryland, College Park and an MBA (Finance) from Southeastern University in Washington, DC.

He is a native Washingtonian and served in the U.S. Army in Viet Nam.

Contact Information

Jack Gates

Phone: 240-424-0843

Email: jack.gates@saleslabdc.com

LinkedIn: https://www.linkedin.com/in/jackgates

Twitter: @jacklgates

Google+ Profile: +JackGates


February 6, 2015

Leadership Lessons from the Cockpit


Have you ever flown an airplane or imagined doing so? 
You may not realize it, but there are similarities between managing in the cockpit and leading in business.

In both cases it's critical to clarify where you're going, how to get there and be ready to handle turbulence along the way! 

Success or failure in the cockpit can literally mean the difference between life and death. 

The stakes can be just as high for leaders working within complex and demanding business environments. 

As a seasoned pilot, entrepreneur and business leader, Randy has learned many lessons in the cockpit that lead to effective business leadership. 

In this interactive facilitated talk, participants will engage in activities to help them explore new ways to lead their followers to simplify, clarify and strengthen their business operations.

Takeaways from the Session

  • The Leader's "Pre-flight Checklist" improves the probability of success
  • Good Leaders review "weather maps" when planning and before "take off"
  • Great Leaders anticipate "turbulent air" and have "alternative flight paths" layed out
  • What do you do on a solo flight when the back door appears to be open?

About Our Facilitator:


Randy Taussig


 



Randy Taussig is an entrepreneur and has served on executive teams, managing sales and operations for privately held organizations ranging from $5M - $150M. His passion is helping business leaders reach their BIG business goals. 


Randy’s entrepreneurial roots go back to 1860 when his great-great grandfather started two bakeries in Washington, D.C. which eventually grew into a $150 million molasses and sugar refining business (Sucrest Corporation) that produced some well-known products like Grandmas Molasses®, a staple for many bakers and a brand still available on the market today. 

Randy joined the family business after graduating from the University of Delaware, working first in finance and then in marketing, sales and operations after earning his M.B.A. He continued to work at the company for over 10 years, helping grow the business both organically and through acquisition, which eventually led to its sale to a larger food conglomerate. 

Later, he ran the marketing and sales for a $40M pharmaceutical packaging business, led the marketing and operations for a national trade association and built two consulting practices. 

As founder of BlueCore Leadership, he now helps entrepreneurs simplify, clarify and achieve their vision. 

Randy is also a private pilot who is passionate about flying, with over 1,500 flight hours accumulated both personally and for business.

Contact Information


January 9, 2015
Leading Through “The First Glitch”:
How the Leader keeps relationships as good as they were in the beginning and how to recover them when things go sideways

The recently appointed leader take the reins at the organization and both leader and followers are enjoying the 'honeymoon' period of the new leadership. At some point, change is required and the honeymoon is over. Expectations of the leader and the followers may suffer as things change in the organization. The relationship between leader and followers will be affected.

Most relationships start off on a positive note. There are initial expectations on both sides that the relationship will be a good one. This is as true about business relationships as it is in romantic ones.

Things roll along smoothly for a while but in most cases there comes a time when some expectation is not met or some disappointment occurs. This is the point at which most people start to reassess the relationship. 

It is called, The First Glitch and is a natural, yet crucial part of any relationship.

The way you deal with this first glitch determines the future of the relationship. If not dealt with at all or if handled poorly, the first glitch marks the beginning of the end of the relationship--often at great emotional and financial cost. However, if handled properly, the first glitch can present an opportunity for a much stronger, more authentic partnership going forward.

Takeaways from the Session

  • How to turn what might be considered difficult conversations into an opportunity to enhance partnership and teamwork
  • How leaders prepare themselves and others for “The First Glitch.”
  • How to prevent glitches from fueling resentments, hurt feelings and disengagement
  • How the leader communicates so that when mistakes occur, they aren’t experienced as glitches

About Our Facilitator:


Dr. Jim Goldstein


 



Dr. Jim Goldstein is the creator and CEO of the Powerful Partnerships® Coaching Program. 

He was a college professor for four years and clinical psychologist in private practice for 14 years specializing in committed relationships. His program was created in response to what he saw in his private practice and in his consulting practice – unconscious patterns of communication and interaction that unwittingly interfered with the development and maintenance of healthy relationships. 

He developed a way of communicating and acting that has a transformative effect on relationships in both families and in work situations. He has taught his method to couples and to leaders of organizations with equal success.


Dr. Goldstein shows leaders how to get their employees to want to do what is asked of them. Through humor, personal anecdotes and an unusual use of common sense, he shows people what they can do right now to turn the most troublesome relationships around and to harness their natural power as leaders so that employees are inspired to think, create and produce the very results that leaders envision.


Jim is passionate about people using the strength of their relationships to create a network of support, success and satisfaction in the workplace as well as in the home. He has a number of strategies to reduce gossip, recover and learn from “glitches,” increase personal productivity, encourage critical thinking and increase job satisfaction.


Since 1993 he has been a nationally recognized coach, trainer, author and professional speaker for small and medium sized companies as well as for some of the largest organizations in the country. For five years he was the personal coach to the Chief of the Army Reserves. He has received specialized training in creating the customer service experience, continuous improvement management, and leadership development. He incorporates his experience in training people everywhere to create Powerful Partnerships.

Contact Information

James M. Goldstein, Ph.D.

Powerful Partnerships® 
Phone: 301.340.6406