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).
Categories
Archive
- May 2013
- March 2013
- February 2013
- January 2013
- December 2012
- November 2012
- October 2012
- September 2012
- August 2012
- July 2012
- May 2012
- February 2012
- January 2012
- December 2011
- November 2011
- August 2011
- July 2011
- June 2011
- May 2011
- April 2011
- March 2011
- February 2011
- December 2010
- November 2010
- October 2010
- June 2010
- May 2010
- April 2010
- March 2010
- February 2010
- January 2010
- December 2009
- November 2009
- October 2009
- September 2009
- August 2009
- July 2009
- June 2009
- May 2009
- April 2009
- March 2009
- February 2009
FranklinCovey Consultant Blogs | Todd Wangsgard | Leadership Skills
Winning with Trust is Predictable
If you're new here, you may want to subscribe to my RSS feed. Thanks for visiting!
Last week I had the privilege of delivering a good-news presentation on behalf of a regional client to their larger corporate, North American counterparts. They were gathered together, in part, to learn about the client’s great success with improving employees’ trust in management over the past 4 years. Prior to engaging FranklinCovey with the solution, this client location’s ‘trust in management’ scores had been in sharp decline.
Together, representatives from the client’s HR and management team, along with a group of dedicated consultants and sales professionals at FranklinCovey, mapped out a potential process to turn the culture and scores around. Senior management devoted countless hours to kick-off speeches for each group of workshop attendees. Hundreds of frontline and mid-level managers completed a 10-week-long program to study and implement trust and leadership skills and tools. They specifically committed to improving one or more challenges in their areas of responsibility. Participants finally delivered formal presentations to senior leadership on their own ‘case study’ and shared improved 360-degree assessment scores.
Bottom line: This client saw a more than 17% increase in trust scores on the latest plant-wide employee engagement survey.
Stephen M R Covey, author of Speed of Trust and his more recent work, Smart Trust, cites a recent study in 2-minute online video on engagement that found:
A 10% increase in trust scores has the same effect on employee satisfaction as a 36% increase in pay.
You can imagine the client’s satisfaction with the new scores and their counterparts’ intrigue with the possibility of replicating those results back home.
Another researcher who is referenced in Stephen’s video found that trust was the key driver of employee engagement.
I love my job! It’s exciting, to say the least, to witness these kinds of results repeated with hundreds of our clients who follow a proven process of cultural change.
Are you part of an organization whose trust is suffering? Are you responsible for influencing the level of trust within your organization? Would you like to see more trust working for you, generating measurable, bottom line results? I’m waiting by the phone to talk…
Feedback: The Breakfast of Champions
I’m not exactly sure where I first heard that phrase. It is often attributed to well-known leadership guru, Ken Blanchard. One of my previous managers in the field of organizational development used it often to describe exaclty how valuable feedback is to successful leaders. Dr. Stephen R. Covey has said, “Leaders, beware! The higher you go in an organization, the less likely people are to give you straight feedback. Feedback is your life-support system. Without it, you will eventually fail. Do everything you can to create a culture where it is safe to give you feedback.”
In my own research of the most salient topics for leadership development within a variety of organizations, the ability and propensity to give constructive feedback always ranks in the top five most important leadership skills. When you think of your own best boss experience, chances are he or she was deft at delivering difficult news about your own performance in a way that didn’t hurt, but rather enlightened you. You knew the person giving the feedback had your best interest at heart.
Some feedback is certainly more difficult to deliver than other feedback. For example, it would be less painstaking to tell someone their presentation slides are too crowded than to tell that person he or she has bad breath.
About five years ago I was serving in a corporate position with responsibility for management development across an enterprise with a presence in roughly 23 different states. Mine was the privilege of working with leadership from around the company to develop management and leadership bench strength through a variety of activities, including one-on-one coaching, classroom training, trainer certification, and performance management, among others. One day, a senior vice president of a business group brought to my attention that a general manager in a remote manufacturing center needed some feedback. He suggested I might be the right person to deliver it. To make matters even more challenging, the nature of the feedback would be to help this mid-level leader see how his sub-standard dress and grooming habits were having a negative impact on his personal credibility and the credibility of the business unit. No one in the local facility among his own leadership team had been brave enough to tell him what was obvious to everyone else.
This champion had been skipping breakfast.
Recognizing the delicate nature of this task, I started with the simple, yet profound question – “What is the right way to do this?” I had memorized a simple yet effective formula for giving constructive feedback that I had taught dozens of times in the classroom. I had used it in practice a few times, too. So, this was a natural starting place. How can I ensure that the recipient knew I had his best interest at heart? How could I be specific, yet objective about what was being observed in his dress and grooming? If he had no solution to offer, how would I frame the expected change?
Then it occurred to me. Without the new expectations being delivered by someone whose opinion has teeth, he is not likely to act on the feedback. Part of my strategy then became to tell the senior vice president who had charged me with this challenging assignment that he should be the person to offer this critical insight to the general manager. I was now poised to give the executive feedback on his request for feedback! The whole proposition was feeling more and more career-limiting by the minute.
In the end, this senior leader was very receptive to my idea that he be the one to deliver the feedback. Together we strategized the best way to frame the message, ensuring that the general manager would recognize we cared about him and that his success was our ultimate objective.
The senior leader gave the feedback. The GM’s behavior improved immediately. He also went on to lead even bigger business units with this enhanced self-awareness. Part of his new leadership strategy was to create more open channels of feedback around him and his leadership team, to ensure something like this never happens again.