Todd Wangsgard
Enterprising, results-driven, and grounded are words that describe Todd Wangsgard. He brings 24 years of leadership and organizational development experience to his clients.
Clients value his ability to create clarity out of the business fog that prevents most companies from enabling greatness and developing the capabilities of their associates.
Todd has excellent professional experience. He was Senior Manager of Training, Talent Management, and Communications for ATK Lake City, a government-owned, company-operated manufacturing center in Independence, Missouri. He organized the training department, developed and implemented all levels of leadership curriculum, and oversaw the operation’s succession planning and teambuilding strategies.
As the Manager of Professional Development for ATK, a $4 billion aerospace and defense company, Todd led the creation of employee and leadership assessment and development initiatives for operations in 23 states.
Todd worked for Intermountain Healthcare, Inc. in Salt Lake City, Utah, the intermountain west’s largest physician, clinic and hospital network. He founded IHC University and managed the implementation of curriculum as well as the administrative team of IHCU.
An industry cross section of Todd’s clients represent higher education, health care, insurance, manufacturing, aerospace, and defense.
Todd holds a PhD from Walden University in Leadership and Organizational Change. He has also earned his MBA from the University of Phoenix and a B.A. from Weber State University (Ogden, Utah) in communications.
Todd is affiliated with a number of professional organizations and holds certifications to teach a number of programs. He is a Senior Professional in Human Resources (SPHR), a Master Facilitator for Achieve Global, and a Certified Professional Behavior Analyst (DISC).
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Success in the South: A lesson in leadership
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For the past several weeks I’ve had the privilege of working with a large client in the Southeast on improving the overall trust in a large manufacturing plant, one leader at a time. I’m humbled to witness each frontline manager present his or her own case study in front of the senior leadership team to tell the story of how each one of them has been building trust with his or her associates in new and meaningful ways.
They are confronting the realities of sub-optimal performance. They are righting past wrongs. They are talking straight, clarifying expectations, practicing accountability, and, above all, making time to really listen to what employees are saying and feeling.
Today, folowing one group’s presentations to management, the VP of Operations explained how several frontline associates had approached him spontaneously in recent weeks to thank him for the training their managers are getting! Even employees who haven’t attended the training are recognizing the little things their managers are doing to lead at “the speed of trust.”
Most newly promoted managers in all organizations appreciate the least bit of guidance they get on how to be a good boss. G.E.’s 20-year-long CEO, Jack Welch, put it this way, “The moment you become a manager, it stops being about you and it starts being about them.” I couldn’t agree more.
Managers who get it will spend the balance of their careers recognizing and unleashing the hidden talent that exists in everyone.
What kind of leader are you? What kind of leader will you become?
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