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 | Customer Perspective
Refining Greatness in 2010
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Recently I was pondering the differences and similarities between the FranklinCovey four-part definition of greatness – Sustained Superior Performance, Intensely Loyal Customers, Winning Culture, and Distinct Contribution – and the four categories that define Norton and Kaplan’s “Balanced Scorecard” approach to strategic planning and performance management. It occured to me that the greatness map at FranklinCovey includes all four of the “Scorecard” categories, plus one.
Under Sustained Superior Performance, FranklinCovey’s model includes both the Financial and Internal Business Processes areas of emphasis – two of the four Scorecard perspectives. The Intensely Loyal Customers category and Kaplan and Norton’s Customer perspective are virtually the same. Both emphasize concern for talent by calling out Winning Culture and Learning and Growth, respectively. However, the Scorecard methodology of planning and measuring falls short of requiring organizations to be clear about the Distinct Contribution that they are making to their communities, societies, and the world at large. This fourth category of emphasis in our definition of greatness is what sustains the motivation and energy required to stay focused on the wildly important.
If you have not yet defined the distinct contribution you are making to society, consider pondering your answers to the following questions:
- Would my community or industry really miss us, if our organization were gone tomorrow? In what specific ways would they miss us?
- In what ways are we giving back without the expectation of a direct benefit in return?
- What motivates us to continue improving and offering better, more innovative solutions in the future? Is our motivation purely profit or something more?
Each of these questions can also be applied to the individual. In other words: What legacy am I creating in my current position? How will people remember the value I’m adding on my projects and assignments? Am I the person my co-workers will think about when they are prompted in the future to think of a great example of leadership? How am I giving back in the workplace?
Greatness isn’t that far away, when we stop only thinking about what’s in it for me.