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Jeffrey Neal is senior vice president of Organizational Research, Learning & Performance for ICF International. He is former chief human capital officer for the Department of Homeland Security and publisher of ChiefHRO.com. Contact him at jeffrey.neal@icfi.com.

Jeffrey Neal

Spring 2015 - The Public Manager

Top of mind for the federal government is uncovering best practices for training and retaining federal employees. Patty Gaul offers insight from several sessions at the Association for Talent Development’s 2014 Government Workforce: Learning Innovati

Training Is a Bit Brighter for the Federal Workforce

Winter 2013 - The Public Manager

Four Decisions That Can Make or Break Training Programs

Jeffrey Rohrlick has nearly 15 years of experience in the field of educational technology. He has worked at a variety of academic institutions, both military and civilian, and has a proven record of success working to effectively use technologies to support teaching, learning, and collaboration. Jeff has also successfully delivered curriculum using web 2.0 technologies, in both asynchronous and synchronous modalities.  Jeff has also managed a variety of projects for customers in the civilian and private sectors. His management experience includes deploying the Blackboard Learning Management System on an enterprise level for the Defense Language Institute, the United States Military Academy at West Point and the United States Naval Academy. He also led a software development team in the creation of custom foreign language test management and delivery software for the Defense Language Institute.  As a project manager, Jeff has worked at the Federal Aviation Administration and was the Director of Academic Technology at Marist College in Poughkeepsie, New York.  Jeff has two master’s degrees, one from the University of Michigan’s School of Education and a second from Syracuse University’s Maxwell School of Citizenship and Public Affairs. He is a certified Project Manager Professional (PMP).

Jeffrey Rohrlick

June 2023 - TD Magazine

The first task for this newly created training team was to revamp a program that stakeholders concluded had numerous deficiencies.

If It's Broken, Fix It

Jeffrey Scott Miller has been working in the corporate training industry for nearly 20 years, both in the military and public and private sectors.

My Talent Development Career Journey in the Public Sector

Sales Moves by Jeffrey Gitomer 11-30

Entering his 23rd year with the Franklin Covey Company, Scott Miller serves as the chief marketing officer and executive vice president of thought leadership. He is the host of FranklinCovey sponsored On Leadership with Scott Miller — a weekly leadership webcast, podcast and newsletter that features interviews with renowned business titans, authors and thought leaders and is distributed to more than five million business leaders — as well the weekly radio program Great Life, Great Career with Scott Miller on iHeart Media’s KNRS 105.7. This radio program and podcast provides insight and strategies drawn from FranklinCovey’s leadership principles and from Miller’s career and personal life experience to assist listeners in becoming more effective as business leaders and to improve their personal performance.Miller leads the strategy, development, and publication of FranklinCovey’s bestselling books and thought leadership, which provide the framework for the company’s world-renowned content and solutions. He is the author of FranklinCovey’s upcoming, Management Mess to Leadership Success releasing in June, 2019 (Mango Media). He is also co-authoring Everyone Deserves A Great Manager, The 6 Critical Practices for Leading A Team, scheduled to be released in October 2019 (Simon & Schuster).In his previous roles as executive vice president of business development and chief marketing officer, Scott led the global transformation of FranklinCovey’s brand and prior to that as general manager of client facilitation services, Miller worked with thousands of clients and client facilitators in numerous markets in over 30 countries. He has presented to hundreds of audiences across every industry and loves to share his own, unique leadership journey, in today’s culture and world that greatly values unfiltered leadership.Miller joined the Covey Leadership Center in 1996 as a Client Partner with the Education Division, which focused on serving K-12 schools and higher education. He also served as the General Manager of FranklinCovey’s Central Region for six years in Chicago.Miller began his professional career in 1992 with the Disney Development Company (the real estate development division of the Walt Disney Company) as a founding member of the development team that designed the new town of Celebration, Florida.

Scott Jeffrey Miller

Martin Luther King Jr. was many things, but few would see him as a great model for business leaders.King exemplifies two types of organizational leadership vital to today’s business environment, according to Christopher Neck, associate professor of management at Arizona State University’s W. P. Carey School of Business, and his colleague Jeffrey Godwin of Saint Vincent College. They argue that King was a transformational and servant leader, and enterprises today would benefit greatly from adopting his techniques.When Neck and Godwin started using King as an example of leadership in class, their categorizations differed—Neck saw him as a servant leader, and Godwin saw him as a transformational leader.Transformational leaders articulate a vision, while servant leaders believe in empowering and developing people on an individual level. Both types of leaders aim to empower employees and improve performance, but the transformational leader focuses more on the organization as a whole, while the servant leader focuses more on individuals. Both paths lead to the same goal, and in the end, the two types have more commonalities than differences, Neck says. “If you care about employees first, they will work harder, and their performance will improve. At the end of the day, it’s all about the organization.”In his research on King, Neck found examples of both types of leadership. King had a vision and set a model for followers to emulate. His expectations were high, and he challenged people about their assumptions. But he was also patient, advocating nonviolence and cooperation. He promoted equality and fairness and helped individuals believe in themselves, realizing that personal motivation was the key to social change.In research published in the Journal of Leadership and Management, Neck and Godwin examined a particular phase of King’s career: the “Chicago Campaign” of 1966. To end housing discrimination in the area, King moved into an apartment in the city’s west-side slums and began working with the Southern Christian Leadership Conference (SCLC) and the Coordinating Council of Community Organizations (CCCO).In August 1966, King led about 700 people in a protest march through all-white neighborhoods in Chicago. Angry residents gathered, but King was not deterred. Working with the SCLC and the CCCO, he planned another march, this time in the white, middle-class suburb of Cicero. Worried town leaders met with King and other civil rights leaders to discuss the march. The civil rights groups agreed to cancel the march, and in exchange, the city promised to guarantee accessible housing to African Americans.City leaders, for the most part, failed to follow through on the pact. King, though bitterly disappointed and angry, was not a short-term thinker.“It was one cog in his strategy to bring attention to his vision,” Neck says. “Even if the organizational outcome failed, he didn’t fail from a servant leader perspective. He helped people believe in themselves. He brought people together and brought attention to achieving equal education and facilities.”Though the business world has changed tremendously since King’s day, his leadership style is more relevant than ever.In the past, workers often stayed with a company for 20 or 30 years, and authoritarian leadership was the norm. In today’s fast-paced business environment, “it would be hard for an autocratic, top-down leader to survive,” Neck says. The pension carrot is gone. Frequent job change is the norm, and employers have a tough time finding and retaining skilled workers. Routine tasks are automated, and high-performance expectations are the norm. Employees accept the pressure, but only if they feel their work is valued and has meaning.A transformational leader provides a vision that inspires workers to come together and rise to challenges. A servant leader empowers them to use their best skills and make independent decisions that ultimately benefit the entire company.

Martin Luther King Jr.: A Leader to Inspire Businesses

December 2016 - The Public Manager

 Public-private partnerships abound at all levels of government—federal, state, and local. They touch virtually every aspect of our society, from the environment to space travel, transportation to housing, security to health and human services, & many more

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