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 | Competitive Advantage
Leadership is Culture: Developing your leaders as teachers
Heirarchy is not leadership. Position is not leadership. Title is not leadership.
Leadership is compelling behavior.
In my 20+ years of leadership development experience, I have not witnessed a method of leader improvement more effective than to equip existing management with the tools to teach and then to personally model the concepts that are expected of their learners. This “leader-as-teacher” way of life has transformed the cultures of many organizations, including such giants as Becton Dickinson (BD).
While leading the professional development function at mid-cap aerospace and defense darling Alliant Techsystems (ATK) during the first half of this decade, I certified over 100 facilitators in one of our key leadership development programs – over half of these newly trained trainers were in management. I have great respect for my fellow Human Resource and Talent Management professionals who are often called upon to be classroom instructors. However I can attest to the fact that leaders who prepare, teach, and then model leadership in the workplace have a profoundly more positive impact on shaping culture.
Why?
Most associates see their leaders every day. People then witness their behavior and can hold leader-teachers accountable for “walking the talk.” Leader-teachers become vested in the material and much more aware of how they can become effective models of the content. They tend to discuss, clarify, and sometimes debate the alignment of course content with the organization’s strategy and execution. And on and on and on…
For most organizations, there is a profound source of competitive advantage right under their noses – their management. Yet most companies can’t afford to send their leaders off to a train-the-trainer on the many topics they may want addressed in the workplace. FranklinCovey has an answer. I’m excited to announce to my readers the newest platform of content delivery, specifically designed for leaders to take 10 to 15 minutes to teach and discuss targeted subjects, all the while relying on the research and award-winning videos that have made FranklinCovey your trusted partner over the years.
FranklinCovey InSights contains online materials that can be presented to a group in the same conference room or to a dispersed team across the country. It prompts the leader to ask specific, thought-provoking questions, provides brief video segments featuring speakers such as Dr. Stephen R. Covey, and allows teams and individuals to document real-time the goals they set in order to improve in that area. The InSights program also gives users the option of receiving a daily, weekly or monthly reminder to help them complete their goals.
Take a minute to watch the preview at the following address: http://www.franklincovey.com/tc/events/insights
Innovation, Creativity, and Risk-Taking: More than Words
Innovation, creativity, and risk-taking have long been propped up as essential ingredients to an organizations’ ability to gain competitive advantage in the modern business milieu. And yet most employees will tell you that their workplace isn’t exactly as tolerant of risk as popular rhetoric might suggest. It appears that most individuals and organizations experience a love-hate relationship with the hard reality that accompanies true innovation – the need to experience failure, often repeatedly, before we experience the breakthrough of success.
If creativity is so important, why isn’t it more pervasive in formal group interactions and individual projects and initiatives? Conduct your own experiment, and I believe you’ll discover a key contributor to the standard climate of caution. When you ask a classroom full of eager Kindergarteners, “Which of you is an artist?” every hand goes up! And yet, when that same question is posed three years later to the same class of now seasoned pupils, a slightly more reticent group of 3rd graders isn’t as eager to identify with that same label. Why?? What happened in those intervening years? Perhaps some children are told their art is “good,” that it “conforms” to conventional expectations. “Look! Johnny’s tree looks just like a tree! Aren’t you a good artist!?” Yet Jenny is told, “You went a little outside the lines. Besides, trees aren’t supposed to be purple.” This oft unintended reinforcement, repeated over time, cements into the minds of impressionable children what they “can” or “can’t” do – what they should or shouldn’t do – who they are and are not.
Perhaps as adults we need only forget what we’ve been told about our abilities to uncover that hidden artist who’s been hiding all these years. You say, “I’m left-brained – much more logical in my approach to life.” Says who? Maybe you just haven’t allowed your more innovative nature to express itself. “I could never come up with new and different ideas like my co-worker!” Is it possible, you’ve never taken the time or put forth the effort to be deliberately different?
I propose that one key barrier to more innovation, expressed creativity, and calculated risk-taking in the workplace stems from the absence of such expressed values in the organization and/or the misalignment of stated values with day-to-day practice.
For example, if an individual employee personally recognizes the value of being more creative in her work, but reads the company’s plaque of narrowly defined values on the wall – Integrity, Service, Quality - she may hesitate to take much-needed risk, because it doesn’t appear to “fit.” Then again, even if Innovation appears in the list, when an employee’s boss tends to micromanage and behave in ways that forbids any actions “outside the lines,” it doesn’t really matter what’s hanging on the wall. That employee (and thousands of others like her) will eventually find their way to discouragement, disengagement, and literal resignation.
Does your organization explicitly include creativity and risk-taking among its values? If so, can you see it in day-to-day interactions among associates? Highly effective people who are truly interdependent regularly engage in ways that seek out the diversity and strengths in everyone involved in every assignment. It’s their M.O. They encourage robust dialogue that stimulates the hearts and minds of all parties. And even though they may uncover conflicting ideas and encounter failure in those divergent discussions, they also tend to synthesize breakthrough solutions more often than the masses. In what ways will you keep these values on the wall and alive in your actions?