Posted on Jul 26, 2015
How can leaders use Leadership Transition Management?
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How can leaders effectively use "Leadership Transition Management?"
By Colonel (Retired) Mikel J. Burroughs
A Product for Successful Leaders!
As a former Battalion Commander, two-time Brigade Commander, President of two different Companies, and CEO of my own company how important is “transition management”? Leadership Transition Management can be used in a number of different settings: private and public organizations; the military service branches; and governmental institutions. I wanted to share my experience with this program with all of the RallyPoint community in hopes that it will serve you as well as it has served me.
Leadership Transition Management is a formal process that can help new leader(s) develop within an organization. It can help new leaders as they assume command or overall responsibility for military organizations, staff sections, and businesses in the public and privaet sectors. Most of you know that organizations continue to operate and don’t take a “time out” for new leaders to assume command or their new leadership role. Leadership Transition Management can help foster a positive transition for the new leader with very little loss of time and momentum the organization already has in place. This is not a new process, nor is it a process that I developed. It is a process that I used effectively on three different occasions and I want to share that good news with all future leaders. Let’s take a look at the background of Leadership Transition Management.
The Transition Management process and work shop has evolved since 1983 when it was first published by the U.S. Army Organizational Effectiveness School at Ft. Ord, CA. John Compisi and Colonel (Retired) John P. Edwards were both graduates of the school and they teamed up as OESOs and provided services to Active, Reserve and National Guard activities throughout Washington, Oregon, Nevada, and California. They took the basic outline and strategy of the Transition Management workshop and adapted it to the needs of supported commanders and senior staff officers. Two of Colonel Edward’s classmates that also graduated from the OESO program went back to the school as faculty and applied their lessons learned to the basic design (Mitch Kotula and Craig Geis). After Colonel Edwards retired from the Army he started his own consulting company, High Pointe Management Advisors, LLC where he employed the Transition Management workshop design with federal and state government entities, for profit companies and non-profit groups. Thus, the early transition design has progressed over the years. The design COL Edwards provided me was the product from HPMA, LLC with significant influence from John Compisi, Mitch Kotula and Craig Geis (See Bios at the end).
Colonel John P. Edwards was my Commanding Office in the 357th Aviation Detachment, Chievres AFB, Belgium from July 1977 to July 1979. As the Detachment Commander and one of six highly decorated pilots his primary mission was to provide UH-1 Helicopter support to the Supreme Allied Commander Europe (SACEUR), which at the time was General Alexander Haig, and other dignitaries as requested by the Office of the SACEUR. Colonel Edwards heavily influenced my tour of duty as a young SP5 and was the catalyst behind my desire to excel in the military. Along my entire career path we stayed in constant contact over the years. When I completed the War College and was selected for promotion to Colonel I reached out to him and he provided me with the Leadership Transition Management Process in 2003. I have attached a slide presentation of the program that I used for my last Brigade Command the 89th Sustainment Brigade, Belton, MO. I first used the process as the newly assigned G4, 75th Training Division, Aurora, and IL and then again when I took over as the Commander of the 19th CMMC in Arden Hills, MN. I used the process successfully to prepare that unit for deployment for OIF O5-07.
I labeled my Program “Transition Management Exercise (TMEX)”. I have provided an Overview of the entire program and PowerPoint Presentation in DropBox:
https://www.dropbox.com/s/lzahcih2tuwxrjh/89thSUSBDETransitionManagementExercise090109.ppt?dl=0
https://www.dropbox.com/s/dtjn0vbb5ef5cvm/TransitionManagementOverview89th%20SUS%20BDE%2009-17-08.doc?dl=0
(Please feel free to use these documents)
This will give you just one example of how it can be used to transition new leadership into an existing organization. As we know, new leaders immediately coming into an existing organization are learning through the “fire hose” and rarely have the time to learn every aspect of an organization and the key personnel until they’re well into the job. If the exercise is conducted within the first (30) days of assuming command or taking over a key staff section of a command it can pay big dividends. It certainly did for me. It actually improves the time needed to transition a new leader and improves the overall effectiveness of the organization. It is broken down into four parts:
• The superior & how the new leader operates
• The Key Subordinates (you can change this to Key Personnel)
• Identify Goals and Objectives
• Timelines/Ownership
The new leader(s) can use the following questions as a baseline to initiate an interactive discussion with key members of the (Organization):
• What can the subordinates expect of you?
• The personnel working for you; strengths, weaknesses, and concerns.
• The goals and objectives of the (the Organization)
➢ What is going well?
➢ What is not going well?
➢ Name the alligators in the pond that could keep you from achieving the desired end state.
➢ What alligators could grow up in 6 months/ 1 year from now?
• The workings, projects and training priorities of the (Organization)
➢ What are they?
➢ What are the priorities for the overall mission/goal for the organization?
➢ What is the timeline and who will take ownership?
Very quickly the new leader and a strong facilitator would initiate the process, discuss the ROE for conduct of the exercise, provide their vision and what they expect to achieve from the transition exercise. Prior to the exercise each key staff officer and Senior NCO will develop his or her own list of: (hopes, concerns, failures, recommended changes, priorities, goals and commitments for the organization). The group will than meet over a two-day period. The officers and noncommissioned officers share their lists with the group and the lists are discussed. The facilitator maintains momentum of the discussions and reduces conflicts in the roles.
Expected Results:
➢ New leader(s) learn about their key personnel and visa versa.
➢ Successful and unsuccessful activities or operations are identified.
➢ Potential problems and goal/objectives are surfaced.
➢ Key personnel learn the new leader(s) perception of the organization.
➢ The (Organization’s) priorities are discussed and responsibility for actions determined.
➢ Level of trust and respect is raised and a sense of teamwork is developed.
Strengths:
➢ Facilitates smooth and rapid transition.
➢ Organizational concerns are surfaced early.
➢ Acts as a team-building endeavor.
➢ Definite Plans of Action, timelines, and ownership are established early in the (Organization’s) life-cycle
Weaknesses:
➢ Takes key personnel away from the (Organization) over a two-day period.
➢ Time consuming.
➢ Personal evaluation concerns my block openness of key subordinates in front of the old and new leader(s).
The Exercise or process can be adapted to meet your organization’s structure and you can change it as you see deem necessary to get the desire results you are looking for as a newly appointed leader. Here is another scenario you can use to set this up differently than I did:
Invite, literally, a select number of attendees. This would be key staff and subordinate commanders and key NCOs. Limit that to no more than 15. 10 - 12 is ideal. You send each a letter, telling them that you are dedicating two days to this meeting and ask them to come prepared to input “what we do well” and “What we don’t not so well,” start stop continue and the alligators that are closest to the boat that have to be dealt with in the next 3 - 6 months.
Upon arrival, they sit in a semi-circle facing the commander. Your consulting crew is in the back of the room recording on chart paper the input.
All the commander does is listen. We recommend against even asking a clarifying question. Let each attendee run their course, say thank-you and move on. You will find that some are well prepared and others just tap dance with platitudes and no significant thoughts.
After a break you meet with the consultant/meeting support team. Choose the alligator issues that you feel are most important.
When you reconvene, announce that the group will be broken down to address whatever alligators you choose. Could be as little as two per alligator but no more than 4. Three is best. Their task is to define the issue and recommend what needs to be done, by whom and by when. After 30 - 40 minutes, they give decision briefings to the commander on each one. The point of this exercise is that, psychologically the new commander is putting your team to work right from the start. This establishes command presence and priority of getting the job done.
Lunch can be right after the input to the commander or after lunch.
The briefing teams become the core of the work teams that will further plan for alligator killing.
After the briefings is now the commander's turn to talk. Here you lay out the idiosyncrasies and how you like to work. They listen and they will be eagerly taking notes.
You might invite the next ring of attendees into this session, which should be your last act of day one. Many commanders also invite the wives/spouses of the key attendees and any ladies that are active in the officer & NCO spouse groups. THEY also want to hear from this new guy and especially when you might mention that they don't get extra kissy points by staying late or being there on Sundays when you come in to read the newspaper.
Break into a social affair, which might include the third layer of key players.
Recommend that on day 2 you get into the non-transition agenda.
When you leave you have a lot of input, a quick analysis of alligators along with the initial task forces and designated responsible individuals and lots more. You will also have a good gut feel as to the caliber of your key players based on their preparation and alligator analysis'.
I hope you have found this information beneficial and helpful. The Leadership Transition Management Exercise is a successful tool for leaders in the Reserves, the National Guard, the Active Duty (all the service branches), the Coast Guard, Government Agencies, and Civilian Businesses.
Bios:
Mitch Kotula is widely known as a global expert in change implementation and transition, currently operating a private consulting practice. As a thought leader in the areas of change planning, implementation and management Mitch is recognized for his ability to help individuals and organizations improve, adapt, and excel. He is a renowned and widely respected Change Management consultant, having worked extensively in large organizations, both public and private, the defense department, state governments and the US Army. Mitch was instrumental in writing the books, Managing at the Speed of Change and Always Change a Winning Team. Mitch is also a widely traveled person who, with his wife, Lynn, enjoys exploring and experiencing other cultures, while helping others to do the same. Mitch has worked, traveled and lived in Europe, Asia, Central and South America. A former career Army officer, Vietnam combat commander, master parachutist and Army Ranger, he and Lynn live in, and travel out of South Carolina.
Craig E. Geis, (Lt. Colonel, retired) MBA, MA, is Co-Founder of California Training Institute, and has held the position of instructor for Human Factors training for Airborne Law Enforcement Association and Helicopter Association International for over 20 years, as well as holding the position of Course Director and Instructor for the Joint Aviation Authorities Training Organization (JAA-TO), the Netherlands from 2006 to 2012, responsible for development and delivery of all courses related to Human Factors, Crew Resource Management, Safety Management systems, and Crew Resource Management Assessment. Craig was also the Course Director and Instructor for specialized courses in Safety Management Systems and Human Factors for the Gulf Center for Aviation Studies, in Abu Dhabi, UAE, from 2009-2012.
As a career army pilot, LTC. Geis developed the military's Crew Resource Management (CRM) training program to address human error, and is a former psychology instructor for the U.S. Military Academy at West Point. At the time of his military retirement, Lt. Col. Geis was the US Army's Lead Safety Specialist in Aviation Human Factors. Currently, he trains the U.S. Army's elite fliers, the 160th SOAR, Night Stalkers at Fort Campbell, Kentucky, using this same course curriculum.
Craig has also held positions as adjunct faculty at Embry Riddle Aeronautical University, University of Maryland, and the University of San Francisco, and has served as an Associate Professor at the University of Southern California, providing instruction in numerous courses on Safety Management and Human Factors.
Craig holds an M.A. in Psychology from Austin Peay State University, a B.A. in Management from C.W. Post College in New York, and an MBA in Management from Georgia Southern College.
John P. Edwards is a senior principal with High Pointe Management Advisors, LLC.
Experience
Dr. Edwards has a proven record of success as an organizational development consultant, leader, manager, analyst and teacher with over 25 years hands on experience in employee and organizational development. He has extensive knowledge of quantitative methods, systems analysis, adult learning theory, and team development. He has the demonstrated ability to understand and communicate complex information.
Career Highlights
Following are some of the major accomplishments during Dr. Edwards' career:
• Strategic Planning: Designed and conducted assessments of major organizations and their subordinate organizations. Developed organizational goals, objectives, action plans and resource guides. Achieved commitment for programming of limited resources and greater fulfillment of objectives.
• Work Group Development: Conducted operations that facilitated group processes and improved employee effectiveness. Clarified work group climate, purpose, direction, concerns and interpersonal relationships. Conducted assessments, developed plans, facilitated meetings and workshops, and conducted follow up evaluations of operations.
• Consultation: Planned and facilitated comprehensive resource planning operations for diverse organizations. Provided assistance, guidance, and information concerning all facets of organizational development. Directly interfaced with senior leaders and operations and planning staff.
• Project Manager: Directed, administered and coordinated organizational development programs for government, private and non-profit organizations across the United States. Served as the project coordinator for the Transponder Landing System certification process for the Network of Aviation Consultants. Planned and organized strategic planning activities, facilitated and taught groups, and evaluated results.
• Inter-agency Liaison: Conceived, developed, and orchestrated national, regional and local initiatives between federal and local agencies and public interest groups. Identified requirements, impacts, and organizational development processes. Designed, developed and delivered development and training programs for all organizational levels. Succeeded as an agent of change for inter agency actions involving the Federal Aviation Administration and Department of Defense.
• Director of Operations: Directed and coordinated the activities for 15 branch assistance teams (72 Personnel) that provided training and organizational development consultation to 24,000 Department of Defense personnel and 32 major organizations in the Northwestern United States. Developed and implemented a customer quality service program linked to organizational goals, objectives and resources. Achieved increased productivity with 10% budget reduction.
• Director of Organizational Development: Directed, administered and coordinated the region wide Organizational Effectiveness program for US Army Reserve Component units in the Northwestern United States. Planned and organized activities, set goals, and evaluated results. Met 20% increase in requirements within existing funds. Developed a large organizational assessment and facilitated a strategic information systems plan
In addition to his business experience, Dr. Edwards was a member of the Ad Hoc Reviewing Staff for the Management Development Forum, State University of New York, Empire State College.
Education
Dr. Edwards received a Bachelor of Arts degree in Public Administration from Columbia College, Columbia, Missouri, a Master of Arts in Public Administration from Webster University, St. Louis, Missouri, an Educational Doctorate Degree from Seattle University specializing in adult education and organizational development, and a Juris Doctorate from Seattle University School of Law, Seattle, Washington. He has also completed numerous classes and additional postgraduate training that includes National Security Management certification from the National Defense University, Washington, DC and U.S. Army Organizational Effectiveness School at Monterey, California. He is a certified organizational development consultant and has developed and taught numerous consulting, management, leadership and technical classes.
Dr. Edwards has completed professional training in the following areas:
• Advanced Consulting Practices
• Advanced Facilitation Skills
• Group Dynamics
• Strategic Planning
• Organizational Process Reengineering
• Facilitating Organizational Change
• Implementing Change
• Interpersonal Skills and Group Processes
• Valuing and Managing Cultural Diversity
• Airspace Management
• Quality Processes
Professional Publications and Presentations
Publications developed by Dr. Edwards include professional articles and training material:
Consulting Processes
Dissertation: Polymorphic Leadership: The role of the non-positional leader.
Polymorphic Leadership: The role of the non-positional leader. A paper presented to the Association of Management (AoM) 15th Annual Conference, 6-9 August 1997, Montreal, Quebec.
Polymorphic leadership, non-hierarchical leadership in action, recognizing the non-positional leaders amongst us. A chapter pending for the book: Non-Hierarchical Leadership Programming in Action: Case Studies and Essays on Best Practices in Higher Education, University of California Los Angeles.
Visionary leadership. A paper presented to: The Leadership Forum, 9 March 1997, Indiana University, Bloomington, Indiana.
By Colonel (Retired) Mikel J. Burroughs
A Product for Successful Leaders!
As a former Battalion Commander, two-time Brigade Commander, President of two different Companies, and CEO of my own company how important is “transition management”? Leadership Transition Management can be used in a number of different settings: private and public organizations; the military service branches; and governmental institutions. I wanted to share my experience with this program with all of the RallyPoint community in hopes that it will serve you as well as it has served me.
Leadership Transition Management is a formal process that can help new leader(s) develop within an organization. It can help new leaders as they assume command or overall responsibility for military organizations, staff sections, and businesses in the public and privaet sectors. Most of you know that organizations continue to operate and don’t take a “time out” for new leaders to assume command or their new leadership role. Leadership Transition Management can help foster a positive transition for the new leader with very little loss of time and momentum the organization already has in place. This is not a new process, nor is it a process that I developed. It is a process that I used effectively on three different occasions and I want to share that good news with all future leaders. Let’s take a look at the background of Leadership Transition Management.
The Transition Management process and work shop has evolved since 1983 when it was first published by the U.S. Army Organizational Effectiveness School at Ft. Ord, CA. John Compisi and Colonel (Retired) John P. Edwards were both graduates of the school and they teamed up as OESOs and provided services to Active, Reserve and National Guard activities throughout Washington, Oregon, Nevada, and California. They took the basic outline and strategy of the Transition Management workshop and adapted it to the needs of supported commanders and senior staff officers. Two of Colonel Edward’s classmates that also graduated from the OESO program went back to the school as faculty and applied their lessons learned to the basic design (Mitch Kotula and Craig Geis). After Colonel Edwards retired from the Army he started his own consulting company, High Pointe Management Advisors, LLC where he employed the Transition Management workshop design with federal and state government entities, for profit companies and non-profit groups. Thus, the early transition design has progressed over the years. The design COL Edwards provided me was the product from HPMA, LLC with significant influence from John Compisi, Mitch Kotula and Craig Geis (See Bios at the end).
Colonel John P. Edwards was my Commanding Office in the 357th Aviation Detachment, Chievres AFB, Belgium from July 1977 to July 1979. As the Detachment Commander and one of six highly decorated pilots his primary mission was to provide UH-1 Helicopter support to the Supreme Allied Commander Europe (SACEUR), which at the time was General Alexander Haig, and other dignitaries as requested by the Office of the SACEUR. Colonel Edwards heavily influenced my tour of duty as a young SP5 and was the catalyst behind my desire to excel in the military. Along my entire career path we stayed in constant contact over the years. When I completed the War College and was selected for promotion to Colonel I reached out to him and he provided me with the Leadership Transition Management Process in 2003. I have attached a slide presentation of the program that I used for my last Brigade Command the 89th Sustainment Brigade, Belton, MO. I first used the process as the newly assigned G4, 75th Training Division, Aurora, and IL and then again when I took over as the Commander of the 19th CMMC in Arden Hills, MN. I used the process successfully to prepare that unit for deployment for OIF O5-07.
I labeled my Program “Transition Management Exercise (TMEX)”. I have provided an Overview of the entire program and PowerPoint Presentation in DropBox:
https://www.dropbox.com/s/lzahcih2tuwxrjh/89thSUSBDETransitionManagementExercise090109.ppt?dl=0
https://www.dropbox.com/s/dtjn0vbb5ef5cvm/TransitionManagementOverview89th%20SUS%20BDE%2009-17-08.doc?dl=0
(Please feel free to use these documents)
This will give you just one example of how it can be used to transition new leadership into an existing organization. As we know, new leaders immediately coming into an existing organization are learning through the “fire hose” and rarely have the time to learn every aspect of an organization and the key personnel until they’re well into the job. If the exercise is conducted within the first (30) days of assuming command or taking over a key staff section of a command it can pay big dividends. It certainly did for me. It actually improves the time needed to transition a new leader and improves the overall effectiveness of the organization. It is broken down into four parts:
• The superior & how the new leader operates
• The Key Subordinates (you can change this to Key Personnel)
• Identify Goals and Objectives
• Timelines/Ownership
The new leader(s) can use the following questions as a baseline to initiate an interactive discussion with key members of the (Organization):
• What can the subordinates expect of you?
• The personnel working for you; strengths, weaknesses, and concerns.
• The goals and objectives of the (the Organization)
➢ What is going well?
➢ What is not going well?
➢ Name the alligators in the pond that could keep you from achieving the desired end state.
➢ What alligators could grow up in 6 months/ 1 year from now?
• The workings, projects and training priorities of the (Organization)
➢ What are they?
➢ What are the priorities for the overall mission/goal for the organization?
➢ What is the timeline and who will take ownership?
Very quickly the new leader and a strong facilitator would initiate the process, discuss the ROE for conduct of the exercise, provide their vision and what they expect to achieve from the transition exercise. Prior to the exercise each key staff officer and Senior NCO will develop his or her own list of: (hopes, concerns, failures, recommended changes, priorities, goals and commitments for the organization). The group will than meet over a two-day period. The officers and noncommissioned officers share their lists with the group and the lists are discussed. The facilitator maintains momentum of the discussions and reduces conflicts in the roles.
Expected Results:
➢ New leader(s) learn about their key personnel and visa versa.
➢ Successful and unsuccessful activities or operations are identified.
➢ Potential problems and goal/objectives are surfaced.
➢ Key personnel learn the new leader(s) perception of the organization.
➢ The (Organization’s) priorities are discussed and responsibility for actions determined.
➢ Level of trust and respect is raised and a sense of teamwork is developed.
Strengths:
➢ Facilitates smooth and rapid transition.
➢ Organizational concerns are surfaced early.
➢ Acts as a team-building endeavor.
➢ Definite Plans of Action, timelines, and ownership are established early in the (Organization’s) life-cycle
Weaknesses:
➢ Takes key personnel away from the (Organization) over a two-day period.
➢ Time consuming.
➢ Personal evaluation concerns my block openness of key subordinates in front of the old and new leader(s).
The Exercise or process can be adapted to meet your organization’s structure and you can change it as you see deem necessary to get the desire results you are looking for as a newly appointed leader. Here is another scenario you can use to set this up differently than I did:
Invite, literally, a select number of attendees. This would be key staff and subordinate commanders and key NCOs. Limit that to no more than 15. 10 - 12 is ideal. You send each a letter, telling them that you are dedicating two days to this meeting and ask them to come prepared to input “what we do well” and “What we don’t not so well,” start stop continue and the alligators that are closest to the boat that have to be dealt with in the next 3 - 6 months.
Upon arrival, they sit in a semi-circle facing the commander. Your consulting crew is in the back of the room recording on chart paper the input.
All the commander does is listen. We recommend against even asking a clarifying question. Let each attendee run their course, say thank-you and move on. You will find that some are well prepared and others just tap dance with platitudes and no significant thoughts.
After a break you meet with the consultant/meeting support team. Choose the alligator issues that you feel are most important.
When you reconvene, announce that the group will be broken down to address whatever alligators you choose. Could be as little as two per alligator but no more than 4. Three is best. Their task is to define the issue and recommend what needs to be done, by whom and by when. After 30 - 40 minutes, they give decision briefings to the commander on each one. The point of this exercise is that, psychologically the new commander is putting your team to work right from the start. This establishes command presence and priority of getting the job done.
Lunch can be right after the input to the commander or after lunch.
The briefing teams become the core of the work teams that will further plan for alligator killing.
After the briefings is now the commander's turn to talk. Here you lay out the idiosyncrasies and how you like to work. They listen and they will be eagerly taking notes.
You might invite the next ring of attendees into this session, which should be your last act of day one. Many commanders also invite the wives/spouses of the key attendees and any ladies that are active in the officer & NCO spouse groups. THEY also want to hear from this new guy and especially when you might mention that they don't get extra kissy points by staying late or being there on Sundays when you come in to read the newspaper.
Break into a social affair, which might include the third layer of key players.
Recommend that on day 2 you get into the non-transition agenda.
When you leave you have a lot of input, a quick analysis of alligators along with the initial task forces and designated responsible individuals and lots more. You will also have a good gut feel as to the caliber of your key players based on their preparation and alligator analysis'.
I hope you have found this information beneficial and helpful. The Leadership Transition Management Exercise is a successful tool for leaders in the Reserves, the National Guard, the Active Duty (all the service branches), the Coast Guard, Government Agencies, and Civilian Businesses.
Bios:
Mitch Kotula is widely known as a global expert in change implementation and transition, currently operating a private consulting practice. As a thought leader in the areas of change planning, implementation and management Mitch is recognized for his ability to help individuals and organizations improve, adapt, and excel. He is a renowned and widely respected Change Management consultant, having worked extensively in large organizations, both public and private, the defense department, state governments and the US Army. Mitch was instrumental in writing the books, Managing at the Speed of Change and Always Change a Winning Team. Mitch is also a widely traveled person who, with his wife, Lynn, enjoys exploring and experiencing other cultures, while helping others to do the same. Mitch has worked, traveled and lived in Europe, Asia, Central and South America. A former career Army officer, Vietnam combat commander, master parachutist and Army Ranger, he and Lynn live in, and travel out of South Carolina.
Craig E. Geis, (Lt. Colonel, retired) MBA, MA, is Co-Founder of California Training Institute, and has held the position of instructor for Human Factors training for Airborne Law Enforcement Association and Helicopter Association International for over 20 years, as well as holding the position of Course Director and Instructor for the Joint Aviation Authorities Training Organization (JAA-TO), the Netherlands from 2006 to 2012, responsible for development and delivery of all courses related to Human Factors, Crew Resource Management, Safety Management systems, and Crew Resource Management Assessment. Craig was also the Course Director and Instructor for specialized courses in Safety Management Systems and Human Factors for the Gulf Center for Aviation Studies, in Abu Dhabi, UAE, from 2009-2012.
As a career army pilot, LTC. Geis developed the military's Crew Resource Management (CRM) training program to address human error, and is a former psychology instructor for the U.S. Military Academy at West Point. At the time of his military retirement, Lt. Col. Geis was the US Army's Lead Safety Specialist in Aviation Human Factors. Currently, he trains the U.S. Army's elite fliers, the 160th SOAR, Night Stalkers at Fort Campbell, Kentucky, using this same course curriculum.
Craig has also held positions as adjunct faculty at Embry Riddle Aeronautical University, University of Maryland, and the University of San Francisco, and has served as an Associate Professor at the University of Southern California, providing instruction in numerous courses on Safety Management and Human Factors.
Craig holds an M.A. in Psychology from Austin Peay State University, a B.A. in Management from C.W. Post College in New York, and an MBA in Management from Georgia Southern College.
John P. Edwards is a senior principal with High Pointe Management Advisors, LLC.
Experience
Dr. Edwards has a proven record of success as an organizational development consultant, leader, manager, analyst and teacher with over 25 years hands on experience in employee and organizational development. He has extensive knowledge of quantitative methods, systems analysis, adult learning theory, and team development. He has the demonstrated ability to understand and communicate complex information.
Career Highlights
Following are some of the major accomplishments during Dr. Edwards' career:
• Strategic Planning: Designed and conducted assessments of major organizations and their subordinate organizations. Developed organizational goals, objectives, action plans and resource guides. Achieved commitment for programming of limited resources and greater fulfillment of objectives.
• Work Group Development: Conducted operations that facilitated group processes and improved employee effectiveness. Clarified work group climate, purpose, direction, concerns and interpersonal relationships. Conducted assessments, developed plans, facilitated meetings and workshops, and conducted follow up evaluations of operations.
• Consultation: Planned and facilitated comprehensive resource planning operations for diverse organizations. Provided assistance, guidance, and information concerning all facets of organizational development. Directly interfaced with senior leaders and operations and planning staff.
• Project Manager: Directed, administered and coordinated organizational development programs for government, private and non-profit organizations across the United States. Served as the project coordinator for the Transponder Landing System certification process for the Network of Aviation Consultants. Planned and organized strategic planning activities, facilitated and taught groups, and evaluated results.
• Inter-agency Liaison: Conceived, developed, and orchestrated national, regional and local initiatives between federal and local agencies and public interest groups. Identified requirements, impacts, and organizational development processes. Designed, developed and delivered development and training programs for all organizational levels. Succeeded as an agent of change for inter agency actions involving the Federal Aviation Administration and Department of Defense.
• Director of Operations: Directed and coordinated the activities for 15 branch assistance teams (72 Personnel) that provided training and organizational development consultation to 24,000 Department of Defense personnel and 32 major organizations in the Northwestern United States. Developed and implemented a customer quality service program linked to organizational goals, objectives and resources. Achieved increased productivity with 10% budget reduction.
• Director of Organizational Development: Directed, administered and coordinated the region wide Organizational Effectiveness program for US Army Reserve Component units in the Northwestern United States. Planned and organized activities, set goals, and evaluated results. Met 20% increase in requirements within existing funds. Developed a large organizational assessment and facilitated a strategic information systems plan
In addition to his business experience, Dr. Edwards was a member of the Ad Hoc Reviewing Staff for the Management Development Forum, State University of New York, Empire State College.
Education
Dr. Edwards received a Bachelor of Arts degree in Public Administration from Columbia College, Columbia, Missouri, a Master of Arts in Public Administration from Webster University, St. Louis, Missouri, an Educational Doctorate Degree from Seattle University specializing in adult education and organizational development, and a Juris Doctorate from Seattle University School of Law, Seattle, Washington. He has also completed numerous classes and additional postgraduate training that includes National Security Management certification from the National Defense University, Washington, DC and U.S. Army Organizational Effectiveness School at Monterey, California. He is a certified organizational development consultant and has developed and taught numerous consulting, management, leadership and technical classes.
Dr. Edwards has completed professional training in the following areas:
• Advanced Consulting Practices
• Advanced Facilitation Skills
• Group Dynamics
• Strategic Planning
• Organizational Process Reengineering
• Facilitating Organizational Change
• Implementing Change
• Interpersonal Skills and Group Processes
• Valuing and Managing Cultural Diversity
• Airspace Management
• Quality Processes
Professional Publications and Presentations
Publications developed by Dr. Edwards include professional articles and training material:
Consulting Processes
Dissertation: Polymorphic Leadership: The role of the non-positional leader.
Polymorphic Leadership: The role of the non-positional leader. A paper presented to the Association of Management (AoM) 15th Annual Conference, 6-9 August 1997, Montreal, Quebec.
Polymorphic leadership, non-hierarchical leadership in action, recognizing the non-positional leaders amongst us. A chapter pending for the book: Non-Hierarchical Leadership Programming in Action: Case Studies and Essays on Best Practices in Higher Education, University of California Los Angeles.
Visionary leadership. A paper presented to: The Leadership Forum, 9 March 1997, Indiana University, Bloomington, Indiana.
Management
Transition
Leadership Development
Leadership
Command
Edited 8 y ago
Posted >1 y ago
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COL Mikel J. Burroughs LOVE IT!
Very similar to SWOT analysis in MBA coursework or Agile Chartering with new projects.
Very similar to SWOT analysis in MBA coursework or Agile Chartering with new projects.
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Potentially this concept could help transitioning service members COL Mikel J. Burroughs.
I see this concept would be more useful for transitions in corporate America than in the military. The exception would be for transitions within the same organizational structure such as major unit or significant headquarters organization. I don't see this concept working well when a service member transitions between major units or across different continents.
[Update] One of the major issues with using this concept in the military is the frequent turnover of leaders and in military organizations so that every year or so there are significant changes in who is filling significant billets. If is is embraced by the overall Service as some of the previous management systems over the past 40 years it may gain some traction - Total Quality Management comes to mind.
I see this concept would be more useful for transitions in corporate America than in the military. The exception would be for transitions within the same organizational structure such as major unit or significant headquarters organization. I don't see this concept working well when a service member transitions between major units or across different continents.
[Update] One of the major issues with using this concept in the military is the frequent turnover of leaders and in military organizations so that every year or so there are significant changes in who is filling significant billets. If is is embraced by the overall Service as some of the previous management systems over the past 40 years it may gain some traction - Total Quality Management comes to mind.
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COL Mikel J. Burroughs
LTC Stephen F. This process can be used in a number of different scenarios. It is highly effective and it really sets the tone for a Commander, Chief of Staff, Key Staff Officer, CEO, President, Owner, Director(s), C-Level Executives, and the list goes on. I really hope that some Commanders and Business Personnel take advantage of it (or) they already have.
This is a culmination of my leadership discussions by providing an actual product that will improve Leadership, Management, and Transition into a new organization.
This is a culmination of my leadership discussions by providing an actual product that will improve Leadership, Management, and Transition into a new organization.
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LTC Stephen F.
Your response seems to agree with my more fully developed response above COL Mikel J. Burroughs. The idea could work well within a 2-star divisional structure or a 3-star headwaters. One of the major issues with using this concept in the military is the frequent turnover of leaders and in military organizations so that every year or so there are significant changes in who is filling significant billets. If is is embraced by the overall Service as some of the previous management systems over the past 40 years it may gain some traction - Total Quality Management comes to mind.
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