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Barry Jass is a sales training manager at Covidien Vascular Therapies.

Barry Jass

February 2013 - TD Magazine

These important considerations will inform the migration of sales training to mobile devices.

Take the Mobile Learning Plunge

Reviews the book 'Leadership Development for Public Service,' by Barry A. Passett.

LEADERSHIP DEVELOPMENT FOR PUBLIC SERVICE Book

Michael J. Provitera is an associate professor at Barry University; mprovitera@barry.edu.

Michael J. Provitera

Barry Rosen is CEO of Interaction Associates, a pioneer in creative problem solving, collaborative leadership, and group facilitation. Rosen’s mission is to empower associates to make decisions and provide services that help clients achieve their goals. He is the designer and developer of much of Interaction Associates' intellectual content, including leadership, teamwork, and facilitation learning programs. He is also tasked with assembling the next generation of Interaction Associates leaders and practitioners to bring The Interaction Method to companies and communities around the world.With more than 35 years in the learning and performance improvement industry, Rosen has been a senior consultant at Interaction Associates and director of both its training and consulting practices. He is also a co-founder of the Interaction Institute for Social Change, a 501(c)(3) dedicated to racial equity and advancing the practice of citizen democracy. Rosen has led engagements at dozens of companies in the US and Europe, including General Electric, Celanese, McKinsey, Progressive Insurance, Charles Schwab, and Capital One.

Barry Rosen

Barry Altland is a writer, speaker, thought leader and published author of the book, Engaging the Head, Heart and Hands of a Volunteer, a simple guide for feeding the passion of those who serve.Barry blends world-class leadership principles from the for-profit world with his own numerous experiences as a volunteer and leader of volunteers to offer a fresh perspective on volunteer engagement.In his professional life, Barry has cultivated talent strategies in a variety of industries, ranging from the theme parks of Central Florida to agribusiness, supply chain logistics, financial services and healthcare. He has invested fifteen years developing talent and leadership across all levels of organizations. Barry has served as a collaborative partner to teams and leaders to assess performance inhibitors and devise creative solutions that optimize people, passion and performance. Mr. Altland has designed and facilitated hundreds of workshops and interactive learning experiences.Barry’s volunteer life spans faith-based service, homeowners association leadership, professional association leadership at the local and national level, working with youth, athletics, education-based volunteerism and social impact organizations. Barry has even designed and led corporate social responsibility strategies in multiple companies.The result of these experiences is content-rich guidance for leaders of volunteers to help them lead with Otherliness. As leaders embrace Barry’s unique perspective, they develop into leaders better prepared to touch the hearts of volunteers by engaging them . . . one person at a time.

Barry Altland

Barry Posner is the Accolti Endowed Professor of Leadership at the Leavey School of Business, Santa Clara University, where he also served as dean of the school for 12 years. He has been a distinguished visiting professor at the Hong Kong University of Science and Technology, Sabanci University (Istanbul), University of Western Australia,and the University of Auckland. At Santa Clara, he has received the President’s Distinguished Faculty Award, the School’s Extraordinary Faculty Award, and several other teaching and academic honors. ABarry received ATD's highest award for Distinguished Contribution to Workplace Learning and Performance. He has authored or co-authored more than 100 research and practitioner-focused articles, and more than a dozen books on leadership. He currently serves on the editorial advisory board for the Leadership & Organizational Development Journal and the International Journal of Servant-Leadership, and received the Outstanding Scholar Award for Career Achievement from the Journal of Management Inquiry. Barry received a BA with honors in political science from the University of California, Santa Barbara; an MA in public administration from The Ohio State University; and a PhD in organizational behavior and administrative theory from the University of Massachusetts, Amherst. Having consulted with a wide variety of public and private sector organizations worldwide, Barry also works at a strategic level with a number of community-based and professional organizations. He has served on the board of directors of Uplift Family Services, Global Women’s Leadership Network, American Institute of Architects, SV Creates, Big Brothers/Big Sisters of Santa Clara County, Center for Excellence in Nonprofits, Junior Achievement of Silicon Valley and Monterey Bay, Public Allies, San Jose Repertory Theater, Sigma Phi Epsilon Fraternity, and several publicly traded and startup companies. Barry can be reached at bposner@scu.edu.

Barry Posner

Eveanna Barry is the director of performance reporting for the Association of Government Accountants, where she manages various certification and review programs. She can be reached at ebarry@agacgfm.org.

Eveanna Barry

Winter 2013 - The Public Manager

Why are we still spending relatively little time thinking of our ultimate audience, the taxpayer? Agencies at the state, local, and federal levels are now adopting. a new reporting format that is bringing a clear and concise picture of their mission, metrics, and results to the widest possible audience—all of us.

Reporting to the Citizens About the Business of Government

 The first post in this blog series introduced a hierarchy of engagement, which suggests leaders can significantly move the engagement needle by progressing from basic needs and selfishness (and entitlements) to growth and selflessness. In this manner, the path to stimulating engagement begins with equity and ends with service. In fact, meeting very basic needs (equity) requires the consistent practice of membership, opportunity, and meaning, as well as management at the highest level (service to others).  Level 5: Service If equity, membership, and opportunity are attended to by leaders in an organization, employee engagement can move from survival (namely self and ambition) toward aspiration and inspiring others. Indeed, actualization of the highest level is significantly transformational. Equity reflects organizational values in everyday operations, decision making, or communication. Not surprisingly, this engagement taxonomy shares two common derailers articulated by Lencioni five dysfunctions of a team: the first dysfunction is absence of trust, and the second is the preponderance of ego. To better understand how this second derailer, consider these examples of extremes: 1) Selfish, Kim Kardashian’s book of selfies, and 2) the book, Mother Teresa CEO, Unexpected Principles and Practical Leadership. To many, leadership and followership are synonymous. However, the energy of humble, giving leaders is inherited and continues to fuel productivity unabated with quiet yet appreciative fanfare. Self-serving leaders are exothermic (consuming the energy around them) and their followers are likely superficial, toxic, and self-limiting. Workers entrenched in “what’s in it for me,” title, strict adherence to compliant behavior, and other external drivers have probably not moved far beyond equity on the taxonomy. More importantly, they will find the journey to service extremely difficult. No matter the occupation, collective purpose and real service are typically lost in competition and self-indulgence (many advance but do not grow). Service is as much learned as it is an intrinsic disposition, and 100 percent engagement is a noble but unrealistic goal. Consider the quote from Jim Collins in Good to Great, “Good to great leaders never aspired to be put on a pedestal or become unreachable icons.” In addition, basic laws of physics do not apply to the workplace: Energy can be created and destroyed. What’s more, the energy expended to build towering engagement can quickly crumble if its pillars sit in shallow, soft ground, or a glimmering facade is fastened to questionable scaffolding. Fuller engagement is more likely to occur when organizations: choose to loosen bureaucratic constraints that subvert shared leadershipdiscard blame by allowing guided regulation and growth from mistakes or failuresrealize that “empire building” is inversely related to effective successioncultivate initiative versus exercising control, and more equitably share the fruits of success. Bottom Line Engagement becomes everyone’s responsibility when workplace conditions and processes share governance, allow risk-taking, promote opportunities, and encourage initiative. As work flow dynamics are inextricably linked to engagement, from hiring to stakeholding to succession, this taxonomy of engagement can help leaders understand how they can truly make a difference in their organizations and assess performance. Here’s a series of quotes to gauge your progress along the hierarchy: Equity: “I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.”—Maya AngelouMembership: “The utmost form of respect is to give sincerely of your presence.”—Mollie MartiOpportunity: “A good leader takes a little more than his share of the blame, and a little less than his share of the credit.”—Arnold H. GlasgowMeaning: “What difference will you make? What will be your legacy?”—James Kouszes and Barry PosnerService: “True leadership must be for the benefit of the followers, not to enrich the leader.”—John Maxwell

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