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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FranklinCovey Consultant Blogs | Todd Wangsgard | Uncategorized
Super Perspective
I got to see the Super Bowl live on Sunday! Wow, what a show!!!
Okay, allow me to clarify. I’m certain I witnessed a couple plays during the third quarter with my own eyes, but the players, field and fans were quite fuzzy. VERY fuzzy. In fact, I was watching these brief moments of the game from 30,000 feet in seat 3A on Southwest flight 617 on my way to Raleigh, North Carolina. Sure, I had the ‘big picture,’ however it was impossible to focus on the details of each play, actually see the score, and get excited about either team’s progress.
In our latest time management offering, The 5 Choices to Extraordinary Productivity, we emphasize the need for the right perspective when planning, in order to strike a balance between the strategic, long-term view and the day-to-day, crisis management mode. Planning an entire year by itself doesn’t translate well into action. And of course, only reacting to the daily interruptions, requests, and surprises may seem productive, but runs the risk of mistaking activity for real results.
Nothing has helped me to personally get it all done in my quest for time management Nirvana over the past 16 years of teaching FranklinCovey material (and I teach a rather broad curriculum of over 25 titles) than the practice and discipline of weekly planning. This perfect perspective connects the long-term (mission/vision/goals) with the daily focus and adjustments that are necessary to keeps my priorities on track. Weekly Planning is my super perspective.
I don’t deny that a comfy seat in my family room watching the big game from the perspective of 10 or 12 high-definition cameras would have been the perfect angle to watch the Giants win. But if you’re going to see the game in person, you have to admit I got away rather inexpensively, sticking to the cheap seats in Row 3.
Leadership & Team Trust – Keyword: Alignment
This is the third installment of a three-part series on trust by Dr. Todd Wangsgard, featured in the Texas/Oklahoma FranklinCovey blog.
I intend for employees to work well together. But sometimes they don’t.
I intend for people to understand the department’s goals. But sometimes they aren’t clear.
I intend for the production line to remain “up” all shift long. But sometimes it isn’t.
I intend for my kids to just know that I love them. But sometimes they wonder.
The difference between what we intend and what is could be called a credibility gap. As we examined in my first blog posting in this series (see Leadership and Trust: Keyword – “Confidence”) every person, organization, team, process, or piece of equipment portrays some level of credibility. According to Stephen MR covey, credibility is the sum total of one’s integrity, intent, capabilities, and results. The gap I’ve described in the examples above is typical of that rift between good intentions and actual capabilities and/or results that occurs when something is out of alignment.
High trust teams require alignment.
This is where the leader can leverage his or her efforts to build personal credibility at the Self Trust level and the increased trust that comes from key behaviors (see my second posting Leadership & Relationship Trust – Keyword: “Behavior”) at the Relationship Trust level. These combine for the leader who must create trustworthy systems and symbols that are aligned.
A mid-level manager at a large auto manufacturer with whom I work quite closely expressed frustration when he had done everything he could to be a more trustworthy leader, develop relationships of trust, and still find that people were failing to “deliver the goods” on the job. It wasn’t until he took a closer look at his department’s systems and processes that he found one of them was broken. He tried hard to be fair. He was tireless in his communication. He treated his associates with dignity and respect and expected the same of them. However, the computerized system that made work assignments each day – determining which stations each associate would work at – kept putting some people on the same processes, shift after shift. This created issues of boredom, repetitive motion injuries, low morale, and resentment. “After all,” associates would think, “I’m sure the boss keeps me here because he doesn’t like me.”
When things get out of alignment and we fail to address them, people will quickly assume the worst.
It wasn’t until he discovered that there was a break-down in the training reporting system that ensured associates were qualified in the computer system to work in other areas that he was able to apply a quick and effective remedy. He aligned the system with his good intentions.
Ask your team to examine the systems in your department – communication, budgeting, training, meetings, performance, etc. – and get their input on where these could be better aligned. Your interest and concern alone will generate trust, not to mention the many ways you rebuild and refine systems and processes that ensure your team remains credible and successful, long after you are promoted.
This even works outside of the office. If your loved ones begin to wonder how much you care, give yourself an alignment: Tell ‘em and show ‘em!
Leadership & Relationship Trust – Keyword: “Behavior”
This is the second installment t of a three-part series on trust by Dr. Todd Wangsgard, featured in the Texas/Oklahoma FranklinCovey blog.
Actions speak louder than words.
Years ago Dr. Stephen R. Covey, author of The7 Habits of Highly Effective People, (and father to Speed of Trust author Stephen M.R. Covey) found himself teaching a workshop in Oregon where a participant related to him during a break some of the challenges he was facing due to his past indiscretions. Dr. Covey was careful to bring out the principle that:
You can’t talk your way out of a problem you’ve behaved your way into.
Years later in his research, SMRC noted that while it is true you can’t talk your way out of a problem you’ve behaved your way into, it is true that:
You can behave your way out of a problem you’ve behaved your way into.
Once the leader establishes and continues to build personal credibility through the Four Cores (see my Part 1 blog posting, Leadership and Trust – Keyword: “Confidence”), it is critical to examine and practice the behaviors that will allow him or her to build trust in relationships with individuals – personally and professionally.
Let’s look at the headlines.
Without divulging specifics on these stories, let’s uncover what business headlines from the past few days suggest to us about the importance of trusting behaviors:
- Fast food CEO has big plans to flip its ranking
- Auto manufacturer changes body style to appeal to customers
- Board of private company opens the books to dispel rumors
- Company makes good on broken promises
Each of these speaks to the behaviors that are being demonstrated in order to build or rebuild trust. Those include at least five from SMRC’s 13 High Trust Behaviors list, such as Listen First, Get Better, Create Transparency, Confront Reality, and Right Wrongs.
Simply put, trustworthy leaders lead out when it comes to behaving in ways that builds confidence and they inspire others within their ranks to do likewise. And just because you may have slipped and lost the trust of someone significant, it is often easier than you thought to rebuild that trust by quickly identifying the key behaviors that were/are missing and behaving your way back into the other person’s good graces.
Leadership and Trust – Keyword: “Confidence”
This is the first part of a three-part series on trust by Dr. Todd Wangsgard, to be featured in the Texas/Oklahoma FranklinCovey blog.
Author of The Speed of Trust, Stephen M.R. Covey, defines trust as “confidence born of the character and competence of an individual or organization.” This simple yet complete definition of an otherwise squishy subject takes into account both the feel-good side of trust in character as well as the practical side of one’s reliability in competence. Both character and competence lend confidence to those who would consider following any leader. And more than ever before, trust (or confidence) is sought after by an increasingly globally savvy audience of human beings who see the impact that geo-political activities are having on their individual well-being.
SMRC (as we affectionately call the author at FranklinCovey) also boldly asserts that, “trust is the key competency of the new global economy.” Again, as you replace “trust” in that sentence with “confidence,” one can see how the currency of trust is not just a “nice-to-have,” but rather an absolute imperative for leadership effectiveness under any circumstances. It is key, because without it, business plans, corporate promises, financial metrics and reports all come under the scrutiny of one question: “Yes, but what should we believe?”
The Speed of Trust book and classroom experience offer several models of thinking to better understand and define trust that break the subject down into understandable water cooler discussions. The Four Cores of Self Trust that subdivide Character into one’s integrity and intent and Competence into capabilities and results. The Five Waves of Trust that any leader must assess and develop within, including Self Trust, Relationship Trust, Organizational (or team) Trust, Market Trust, and Societal Trust. The 13 Behaviors of High Trust, including Talk Straight, Create Transparency, Right Wrongs, Get Better and nine others.
I recently worked with a successful CEO in the manufacturing and fulfillment business who has truly lived out the kind of trustworthy behavior described by SMRC. He has worked side-by-side (while the CEO) with frontline employees on the manufacturing line to learn what they do and to help keep costs down during a recent recession (Show Loyalty, Deliver Results, Confront Reality, Practice Accountability). He has made an effort to get to know every single employee in the company and remembers to send them a hand-written birthday greeting each year (Demonstrate Respect, Show Loyalty). While announcing a 15% pay cut for himself, he asked all exempt associates to accept a 7½% pay cut to help off-set their losses or agree to termination with a 3-months’ salary severance package (at their higher rate of pay). No one left and all were subsequently rewarded with “back-pay” on their lost wages after a couple successful intervening years and given a sizeable bonus (Talk Straight, Create Transparency, Show Loyalty, Get Better, Keep Commitments).
The confidence that Stephen writes about and that I’ve witnessed in industry over the past 25+ years starts with a leader who has genuine confidence in himself or herself and in the associates who choose to follow. Give them a leader they can trust (the Self Trust wave) and you have a foundation upon which you will build lasting relationships, enormously successful organizations, and a brand that generates intense loyalty and growth.
What Unique Gifts Will You Bear?
‘Tis the season to begin thinking about traditions, stories and gift-giving again. In our church congregation we’ll be re-enacting the visit of the Three Magi who came bearing the era-appropriate valuables of Frankincense, Gold and Myrrh (as represented by some ice melt from my garage, a used chocolate bar wrapper and some translucent rocks out of my flower bed). These were and are still quite unique gifts. Yet they were treasured none the less.
What are your unique gifts? What are your fellow associates’ unique gifts? Especially if you serve in a leadership role at your organization, this is a good time of year to connect with people and have more “human moments” (as coined by Dr. Hallowell, featured in our new 5 Choices program videos) to find out what really drives people. In our FranklinCovey leadership curriculum we discuss the importance of unleashing talent in the people around us – getting people to choose higher levels of initiative on their own accord. This can only be done, Dr. Steven R. Covey argues, when we treat people as a whole person.
Based on landmark research conducted with Watson Wyatt and Harris Polling, we at FranklinCovey have learned that only 1 in 3 people feel that the manager is genuinely involved in helping to develop employees’ potential; less than half of us feel our job taps into the best of our talents and passions.
What lackluster gifts is this reality likely to generate?
One way to respect the whole person, is to get to know the person whose unique gifts you are attempting to tap. Consider discussing these eight “Saw Sharpener” or “Voice Finder” questions:
- What have you always loved doing?
- What job-related opportunities are you passionate about?
- What are you really good at?
- What opportunities do you see for growth and development?
- Do you feel you are fairly compensated?
- How can we improve your work environment?
- What would make your work more meaningful to you?
- What contribution would you love to make in your current role?
With answers to these questions fresh in mind, you and your colleagues can focus on work objectives that will allow everyone to bring their unique gifts to bear.
Early Successes – “5 Choices” Continued
Don’t we all wish we had gotten in on an early IPO of Apple, Google, or X stock? No, I can’t predict the future, but I’ve got a really good feeling about this one!
My first few sessions of 5 Choices have certainly lived up to all the early excitement. Participants (including myself) have derived new energy from the refreshingly holistic approach to time management that we take in the latest FranklinCovey offering. It helps that one of the 5 Choices, Fuel Your Fire, Don’t Burn Out, is all about regaining and maintaining mental and physical energy. My favorite part of this fifth choice is the best practices that we learn from each other.
Actual Participant Comments
“In 30 minutes you’ve addressed my discombobulation.”
“This has gone where I never knew to go; and I really needed to go there!”
“I cannot wait to get back and hold a Q2 Conversation with my boss, actually with my family, too.”
“Wow!” “Ahhhh!” “You’ve gotta be kiddin’ me!” (usually in response to the technical tricks we learn in the fourth choice, Rule Your Technology, Don’t Let It Rule You.)
Already I’m hearing success stories from participants who couldn’t wait until the end of the 5-Week Quickstart process, where they put all the magic into action.
Plus, as you may have expected, the take-away collateral (i.e. workbooks, videos, e-tools, bonus modules) are First Class.
Remember: Ordinary happens. Extraordinary is a choice!
“5 Choices” is here!
Years in the making, the launch of FranklinCovey’s latest time management solution is finally here. And it’s not even time management! More on that later…
The 5 Choices to Extraordinary Productivity is wrapping up its 180+ city world preview tour and is generating extraordinary interest and results for early adopters. Based on the research of several scientists – brain research, goal theory, attention disorder, organizational expertise, and other fields – The 5 Choices gives participants the following alternatives:
- Act on the important, don’t act on the urgent.
- Go for extraordinary, don’t settle for ordinary.
- Schedule the big rocks, don’t sort gravel.
- Rule your technology, don’t let it rule you.
- Fuel the fire, don’t burn out.
I’ve had the privilege of delivering the workshop twice as of yet, with two more programs scheduled during the next three weeks. It is remarkable to see people discover and admit to what they have long suspected: they are over extended, intensely distracted, addicted to activity, and just burned out.
So, if it’s not time management, what is it? Much, much more! The 5 Choices is about decision management, attention management, and energy management. How are you doing in these areas? I don’t mean for this to come across as sales-y, but… well… here’s a sales pitch: Attend the one-hour webinar overview to see for yourself, how you and your organization can tackle the root cause of much organizational and personal productivity frustrations. You can register at this link: http://the5choices.com/registration/webcast.php
Then, if you decide it’s important, come back to this blog to tell me about your take-aways. Gotta go. My fire’s beginning to dim.
Your Dream Job: Doing what you love
The September issue of Outside Magazine features a collection of professionals-turned-transcendentalists who have abandoned their office job for a life of freedom and frolic in the career of their dreams. Most have traded a sizable salary for a piece of adventure and peace of mind, however their stories do provide life lessons that anyone can apply to his or her current situation without giving up that ‘day job.’ These lessons are perhaps most valuable to management as a remedy to keep A-players who may be considering a departure. The article is organized into reasons you may wish to seek employment in one of ‘65 Dream Jobs.’ Let’s take a closer look at those handful of reasons that good leaders can influence.
“You Have a Problem With Authority”
If you can’t create a more flat, accessible organization, do what you can to reduce barriers to communication with management. Relax the work environment without relaxing your standards for service, quality, or safety. Ensure labels encourage equality and inclusion, such as “associates” and “team members” instead of employees. People aren’t really your most valuable “asset.” They’re people, not things. Let’s just treat them as priceless!
“You Just Want to Save the World”
Consumers and job candidates vote with dollars and energy. Today their priorities include doing good. In a recent poll, 85% of consumers said they would not patronize an organization that isn’t socially responsible. More and more hirees are choosing to work and stay with an employer whose social agenda is aligned with their own – even if that means accepting a lesser salary. Meaning means more. Create ways for your people to give back, conserve resources, and contribute to the charities where they already volunteer their time.
“You Need Frequent Pats On the Back”
While the article highlights the varied and generous bonuses that are provided by the featured employers, it’s more important that you and I remember the increased motivation that comes from someone whose work is genuinely appreciated. The key is “genuine.” Make recognition personal. Learn specifics about the efforts your colleagues are putting forward. Then thank them, reward them, recognize them along with those details. Nothing is more defeating than hard work unnoticed.
Turn your workplace into a collection of dream jobs and you’ll soon realize dreamy results!
The Function of Fear: Safety or Sabotage?
Last week I had the opportunity to take my oldest son to scout camp. Not just any scout camp. Camp Loll.
In my youth, I spent four of my ten years of scout camp staff working at Camp Loll. It is a part of me. Selfishly, I wanted it to be a part of my son. And fortunately, because Conner had been to Camp Loll for a quick weekend trip three years prior, he wanted it to be a part of him, too.
There were many opportunities, tucked away in the remote wilderness of Targee National Forest, the Jedidiah Smith National Wilderness Area, and Yellowstone proper to test one’s self. We overcame the exhilarating swim check in Lake of the Woods. Braved Polar Bear Springs. Hiked to Beuhla Lake and Terraced Falls. And here he is backing over a cliff to rappel for the first time.
Okay, his third time.
The first image I captured of Conner leaning into his harness and rope for the first time is a 2 or 3 minute long video of him NOT going over. He was nervous, scared, and feeling considerable pressure since his younger cousin had just gone down seconds before. I determined to leave the scene, recognizing that my coaxing and goading and helping was perhaps having the opposite effect. Sure enough, once I descended and focused on something else, Conner mustered the courage and will power necessary to take a leap of faith.
Naturally, as soon as he arrived at the bottom, the first thing he wanted to do was go over the 65 foot cliff again. And again. And again.
Fear can keep us safe. But safe is not always good. Safe could mean staying lodged in our comfort zone, unwilling to try something new. Safe could mean missed opportunity to learn a new skill, discover a new passion, or overcome a lifelong weakness. But contrary to conventional wisdom, what we typically fear is the potential for loss.
In the case of rappelling for one’s first time, the loss one fears is life and limb. However once we experience the security of the system and the thrill of the event, we want more.
What do you fear? Is it helping or hindering? What leap of faith should you be taking? What faux mountains are standing between you and success? Don’t let fear sabotage what you want most.
Dinner with Dr. Daniel Amen
We were privileged to enjoy Dr. Amen’s company Monday night at “The 5 Choices to Extraordinary Productivity” certification dinner at the McCune Mansion in downtown Salt Lake City, as he fielded Q&A with about 75 of us who will be initially selling and delivering this revolutionary new FranklinCovey offering. Never before has a FC program been so science- and research-based. Dr. Amen’s work will transform my and others’ outlook on what a healthy brain is and requires. Don’t wait for “The 5 Choices” program in order to add several years to your life. Read his latest book, “Change Your Brain, Change Your Body” right away!