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 | Statue Of Liberty
See. Do. Get
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After working with a client in Times Square last week, I took a day off to enjoy some of the historical sights of NYC. I took this photograph of lower Manhattan from Liberty Island, home of Liberty Enlightening the World (aka Statue of Liberty). This view caught me off guard. Even though I had never stood on this spot, before or after the tragedy of September 11, 2001, it seemed different, out of place. I could feel something was missing.
In almost all FranklinCovey coursework, we discuss the power of paradigm shifts – a significant change to our world-view or life’s perspective. Some happen naturally over time, some suddenly. Some are brought about by gaining new information, some by engaging in new relationships. They powerfully shape our behavior and our results. We often refer to this dynamic as the See-Do-Get cycle. What we See motivates what we Do. And what we Do dictates the consequences, or what we Get.
I believe all of us, to some degree, experienced a shift in our world-view that fateful day in the summer of 2001. Just as there is a significant hole in the skyline where the twin World Trade Center towers once stood, there is something new. The most obvious development to the lower Manhattan skyline is the rising of Freedom Tower, officially One World Trade Center, still a year away from its completion. Perhaps now the onlooker’s eyes are drawn to the Empire State Building to the left or the Brooklyn Bridge on the right.
The onus of this change to our See was imposed on us by others. To be accurate, our response as a nation and a people was our chosen response. Nevertheless, our new world view instantly had a profound reactionary and taxing impact on our Do or behavior in the form of increased security, suspicion, and formality. The results we experience, or the Get, is longer lines when we travel, more fees to fund the likes of the TSA, and more tenuous rules to engage in interstate and international commerce.
But the more powerful See, I believe, is within our control. One voluntary worldview that is ours for the taking (or perhaps shaping) is the perspective of heightened awareness surrounding the value of our relationships. This likely leads us to a choice around Do to now view our most intimate professional and personal ties as a place to build lasting trust by (among other ways) making and keeping specific commitments, extending trust to others, deliberately providing opportunities to those who deserve a break, and focusing the way we spend our time on those people (less things) that are most relevant to our long-term satisfaction. The Get or results of these kinds of behaviors are self-evident.
Your life is changing by the hour. Those changes are certainly more subtle. But as you survey the skyline of your current state, be sure that those micro-changes happening as you read this (the ten new email propositions you’ve received in your inbox since reading this, for example) are met with sincere scrutiny, laser-like decision making, and flawless execution.
Ensure that what you choose to See compels you to Do exactly what you wish to Get.