Today marks nearly four months since the highly publicized union strikes in Hollywood began on November 5th, when the Writers Guild of America and the Alliance of Motion Picture and television Producers couldn’t see eye-to-eye on New Media revenue, placing thousands in Hollywood out of work for several months.
This coming June, the Directors Guild of America also has its own contract up for negotiations and talks of another strike looming.
How can professional coaches help leadership and work forces during a strike?
What are the rules that come into play when a strike affects business as usual?
What lessons can other industries take away from the Hollywood strikes?
Guests
* David Brownstein, Founder, Hollywood Coaching
* Jonathan Handel, Entertainment Attorney, TroyGould
* Sherri Ziff Lester, Certified Life Coach, RockYourLifeCoaching
* Patric Verrone, President, Writers Guild of America, West
Summary
According to the Bureau of Labor Statistics, in 2007 there were 21 lockouts and strikes involving 1,000 or more workers. The largest major work stoppage in total days idle was between the Alliance of Motion Picture and Television Producers and the Writers Guild of America East and West, with 10,500 workers accounting for 409,500 lost workdays.
What questions did the Writers Guild strike raise for the entertainment industry?
And what were the leadership lessons learned from the strike?
Most importantly, how were coaches able to help during the Writer’s Guild Strike, and what role can coaching play within other strikes as well?
Our panel of experts answer these questions and more.
According to the U.S. Census Bureau: In the 2004 Presidential election, there were 32 million people who reported that they were not registered to vote.
The top two reasons for not registering were being uninterested in politics or missing the registration deadline.
Of the 142 million people who reported that they were registered to vote, 16 million did not vote in the 2004 presidential election.
Of these registered nonvoters, reasons ranged from too busy or conflicting work or school schedules (20%); illness, disability or family emergency (15%); not interested or felt their vote would not make a difference (11%); and 10% did not like the candidates or the issues.
This year’s election is a critical time for our country, and many companies are encouraging their staff to get involved in the political process and vote.
* What are the benefits for promoting social responsibility within the workforce, such as getting employees to become more socially aware and informed?
* How are companies and coaches incorporating the value of political awareness and social responsibility into their practices?
Our panel of experts address these questions and more.
Managing a major promotion is second only to divorce in terms of life stress, according to research from HR consultancy DDI.
Failure to manage your step up the ladder could not only affect your morale and make you lose confidence in your abilities, but could cost the company if you're not able to take on the challenges your promotion requires.
What does it take to get ahead and how can a coach help ambitious employees reach this goal?
Guests
* Fernan Cepero, VP of Human Resources, YMCA of Greater Rochester, NY
* Jane Cranston, Executive and Career Coach, Managing Director, Executive Coach NY
* Anne Loehr, Executive Coach, Riverstone Endeavors, LLC
* Susan Whitcomb, President, Career Coach Academy & Leadership Coach Academy
Summary
According to an April 17th, 2007 article in Personnel Today Magazine titled “Manage a Major Promotion” HR consultancy DDI concludes that “managing a major promotion is second only to divorce in terms of life stress,” as supported by DDI research.
Simon Mitchell, a director at DDI, advises that if you are about to or are going through a promotion, you need to anticipate this stress. Your organization should help you cope with the changes in your new role, with minimum disruption.
However the article notes that just one in three leaders indicated their company provides any type of support to help them make the mental shift required for a big promotion.
What strategies can people apply to successfully get promoted? And how can professionals manage the stress associated with promotions?
What work are professional coaches doing to prepare their clients for promotions, as well as overcome challenges and hurdles once they land the job?
Our panel of experts address these questions and more.
Coaching For African American Audiences And Teams TranscriptTom Floyd
African Americans have had major influence on societal/cultural trends and business innovations, yet this group remains largely underrepresented in the corporate world.
The group makes up just a small fraction of Fortune 500 company leadership, major college campus populations, and business school graduates.
How can coaching help companies find, attract and retain African American talent?
What issues are important for coaching African American business teams or marketing to African American audiences?
Guests
* Dr. Joel Freeman, President, Freeman Institute
* Patricia Harris, Vice President, McDonald's USA
* Pat Perkins, CEO, Exodus Coaching, Inc.
* Pat Thomas, Founder, Thomas Coaching Company, Inc.
Summary
According to the U.S. Census Bureau, as of July 1st, 2006, the estimated population of African Americans in the United States is 40.2 million, making up 13.4 percent of the total U.S. population.
However when looking across the business landscape, many experts note that African Americans still remain largely underrepresented in the corporate world.
In 2006, the Executive Leadership Council (ELC), a professional network for senior-level African American executives, found that 32% of the top 500 publicly traded companies do not have African American board directors and 68% have at least one.
Why is this group under-represented within Corporate America today?
And how are coaches who specialize in working with African American audiences and teams helping to cultivate and grow leaders within this group?
Our panel of experts address these questions and more.
Coaching Lgbt Professionals In The Workplace TranscriptTom Floyd
In 31 states, you can be fired for being gay. In the states where you cannot be fired for being gay, states came up with new legislation making it illegal to fire someone based on sexual orientation.
In this program, our guests discuss how politics and business intersect on this issue.
Our panel discusses the challenges LGBT professionals are facing in the workplace, and types of issues coaches can help address to ensure sexual orientation isn’t a factor in forging a successful career.
Guests
* Selisse Berry, Executive Director, Out and Equal
* Daryl Herrschaft, Director, HRC Workplace Project, Human Rights Campaign Foundation
* Kate Karasmeighan, Chief of Staff, Director of Affiliate Relations, National Gay and Lesbian Chamber of Commerce
* David Stocum, Coach and Owner, Great Lives Coaching
Summary
In the June 22nd 2007 issue of CondeNaste magazine Portfolio, author David Koeppel writes “The Lesbian Gay Bisexual Transgender (LGBT) community has huge buying power and a large disposable income. Companies realize that portraying a gay friendly workplace and marketplace go hand-in hand.”
However within many organizations LGBT professionals continue to experience anxiety, fear, stress, and even harassment at work.
According to Echelon magazine, issues impacting LGBT professionals range from fear in being fired based on their sexual orientation or gender identity to stress in discussing personal relationships and including same sex partners at workplace events.
Can LGBT professionals survive “coming out at work?
Does advocating and supporting a gay friendly workplace have an impact on both company and individual performance?
Our panel of experts answer these questions and more.
Coaching Successes In Corporate America Part3Tom Floyd
Another show in our continued series focused on the successes Fortune 1000 companies have experienced in implementing coaching programs within their organizations.
Guests share their perspectives on making the business case for coaching, common barriers, the keys to measuring success, and advice on creating a coaching program that is right for your organization.
Guests
* Karol Eller, Associate, Booz Allen Hamilton
* Jane Moran, Executive Coach, Coach Trainer EDS Global Learning & Development
* Tracey Wik, Managing Director of Leadership and Learning, ABN AMRO, Global Markets
* Maureen Williams, Assistant Vice President, CNA Leadership and Organizational Effectiveness
Summary
According to a 2004 survey by Executive Development Associates, Inc (EDA), 55% of corporations are utilizing executive coaching as a learning methodology.
But how are corporations designing and implementing these programs?
What’s the business case, what are the drivers - and what successes are specific companies experiencing?
Our guests address these questions and more, highlighting:
* The business drivers that helped influence the creation of their coaching programs.
* How coaching fits within the overall leadership development strategy for their organizations.
* How coaching programs can be tied to overall performance management systems and competencies.
* The positioning and messaging that can help articulate what coaching is and what it isn’t.
* How to structure coaching programs to drive performance and impact the bottom line.
* The benefits their organizations are experiencing as a result of implementing coaching programs.
Coaching Toward Multi Cultural Selling TranscriptTom Floyd
Your company has a multicultural marketing strategy, but how knowledgeable – and adaptive – is your sales team to the needs of your target customer groups?
In this program, we hear from coaches who are experts in multicultural marketing and how they help organizations build winning multi-cultural sales strategies, and how they help sales teams to develop winning strategies with diverse cultural groups.
Guests
* Jeff McFarland, Executive Director of Multicultural Marketing, Verizon
* Earl Honeycutt, Professor of Marketing and Sales Management, Elon University
* Michael Soon Lee, President, EthnoConnect
* Shelley Willingham-Hinton, Founder & President, National Organization for Diversity in Sales and Marketing
Summary
The National Organization for Diversity in Sales and Marketing (NODSM) defines multicultural as women, African-Americans, Hispanics/Latinos, Asian Americans, Indians, People with Disabilities, the LGBT community, multicultural youth, those with diverse religious beliefs, and Baby Boomers. However NODSM points out that multicultural is more than ethnicity and race – it’s a state of mind,
lifestyle, and perception.
According to the Association of National Advertisers (ANA), multicultural markets have not only grown, they have become increasingly complex. To align with this trend, successful organizations have taken multicultural marketing beyond creating and promoting a single, standard message to a specific group, such as African Americans or the LGBT community.
How have consultants, coaches, and other outside experts helped corporations develop strategies targeted at these various groups?
What are the challenges in implementing them, and how are coaches helping marketing and sales leaders overcome them?
Our guests address these questions and more.
Disasters like 9/11, Hurricane Katrina and the Minneapolis bridge collapse in August, force first responders, investigators, law enforcement, community and corporate leaders to work together in ways they never would day-to-day.
Effective leadership is the hallmark of a successful response to a crisis. But it also requires exceptional levels of organization, communication, cooperation and commitment by everyone involved.
How can coaching help companies, community groups and public agencies ensure that their people will be ready to take action when the worst happens?
Guests
* Len Biegel, General Counsel of the Biegel Group
* Dr. John Harrald, George Washington Institute for Crisis Disaster
* Myra Jolivet, Chief Communication and Marketing Officer for the American Red Cross of Greater Los Angeles
* Larry Smith, Coach and President of the Institute for Crisis Management
Summary
Last year, nearly a million volunteers of the American Red Cross and its 35,000 employees helped victims of almost 75,000 disasters and taught lifesaving skills to millions. From sudden crises including natural disasters and explosions to smoldering crises like class action lawsuits that can paralyze an organization, these catastrophes have a significant impact on the lives of those affected.
An October 2007 YouGov survey found world events and crises left 56% of people surveyed feeling powerless, 50% of people surveyed feeling angry, 35% of people surveyed feeling anxious and 26% of people surveyed feeling depressed.
Are today’s corporations and small to medium sized businesses prepared to handle a crisis when it occurs?
And how are coaches who specialize in crisis prevention and response working with organizations to prepare and guide leaders through these catastrophic events?
Our panel of experts address these questions and more.
This document provides the course schedule and instructor bios for the UCLA Professional Program in Producing Winter 2016 session. The program includes courses on producing for film, television, web and games taught by industry professionals over two weeks in January. Instructors include the president of Funny or Die, the showrunner of Happy Endings, and writers of Captain Phillips and The Hunger Games.
According to the U.S. Census Bureau: In the 2004 Presidential election, there were 32 million people who reported that they were not registered to vote.
The top two reasons for not registering were being uninterested in politics or missing the registration deadline.
Of the 142 million people who reported that they were registered to vote, 16 million did not vote in the 2004 presidential election.
Of these registered nonvoters, reasons ranged from too busy or conflicting work or school schedules (20%); illness, disability or family emergency (15%); not interested or felt their vote would not make a difference (11%); and 10% did not like the candidates or the issues.
This year’s election is a critical time for our country, and many companies are encouraging their staff to get involved in the political process and vote.
* What are the benefits for promoting social responsibility within the workforce, such as getting employees to become more socially aware and informed?
* How are companies and coaches incorporating the value of political awareness and social responsibility into their practices?
Our panel of experts address these questions and more.
Managing a major promotion is second only to divorce in terms of life stress, according to research from HR consultancy DDI.
Failure to manage your step up the ladder could not only affect your morale and make you lose confidence in your abilities, but could cost the company if you're not able to take on the challenges your promotion requires.
What does it take to get ahead and how can a coach help ambitious employees reach this goal?
Guests
* Fernan Cepero, VP of Human Resources, YMCA of Greater Rochester, NY
* Jane Cranston, Executive and Career Coach, Managing Director, Executive Coach NY
* Anne Loehr, Executive Coach, Riverstone Endeavors, LLC
* Susan Whitcomb, President, Career Coach Academy & Leadership Coach Academy
Summary
According to an April 17th, 2007 article in Personnel Today Magazine titled “Manage a Major Promotion” HR consultancy DDI concludes that “managing a major promotion is second only to divorce in terms of life stress,” as supported by DDI research.
Simon Mitchell, a director at DDI, advises that if you are about to or are going through a promotion, you need to anticipate this stress. Your organization should help you cope with the changes in your new role, with minimum disruption.
However the article notes that just one in three leaders indicated their company provides any type of support to help them make the mental shift required for a big promotion.
What strategies can people apply to successfully get promoted? And how can professionals manage the stress associated with promotions?
What work are professional coaches doing to prepare their clients for promotions, as well as overcome challenges and hurdles once they land the job?
Our panel of experts address these questions and more.
Coaching For African American Audiences And Teams TranscriptTom Floyd
African Americans have had major influence on societal/cultural trends and business innovations, yet this group remains largely underrepresented in the corporate world.
The group makes up just a small fraction of Fortune 500 company leadership, major college campus populations, and business school graduates.
How can coaching help companies find, attract and retain African American talent?
What issues are important for coaching African American business teams or marketing to African American audiences?
Guests
* Dr. Joel Freeman, President, Freeman Institute
* Patricia Harris, Vice President, McDonald's USA
* Pat Perkins, CEO, Exodus Coaching, Inc.
* Pat Thomas, Founder, Thomas Coaching Company, Inc.
Summary
According to the U.S. Census Bureau, as of July 1st, 2006, the estimated population of African Americans in the United States is 40.2 million, making up 13.4 percent of the total U.S. population.
However when looking across the business landscape, many experts note that African Americans still remain largely underrepresented in the corporate world.
In 2006, the Executive Leadership Council (ELC), a professional network for senior-level African American executives, found that 32% of the top 500 publicly traded companies do not have African American board directors and 68% have at least one.
Why is this group under-represented within Corporate America today?
And how are coaches who specialize in working with African American audiences and teams helping to cultivate and grow leaders within this group?
Our panel of experts address these questions and more.
Coaching Lgbt Professionals In The Workplace TranscriptTom Floyd
In 31 states, you can be fired for being gay. In the states where you cannot be fired for being gay, states came up with new legislation making it illegal to fire someone based on sexual orientation.
In this program, our guests discuss how politics and business intersect on this issue.
Our panel discusses the challenges LGBT professionals are facing in the workplace, and types of issues coaches can help address to ensure sexual orientation isn’t a factor in forging a successful career.
Guests
* Selisse Berry, Executive Director, Out and Equal
* Daryl Herrschaft, Director, HRC Workplace Project, Human Rights Campaign Foundation
* Kate Karasmeighan, Chief of Staff, Director of Affiliate Relations, National Gay and Lesbian Chamber of Commerce
* David Stocum, Coach and Owner, Great Lives Coaching
Summary
In the June 22nd 2007 issue of CondeNaste magazine Portfolio, author David Koeppel writes “The Lesbian Gay Bisexual Transgender (LGBT) community has huge buying power and a large disposable income. Companies realize that portraying a gay friendly workplace and marketplace go hand-in hand.”
However within many organizations LGBT professionals continue to experience anxiety, fear, stress, and even harassment at work.
According to Echelon magazine, issues impacting LGBT professionals range from fear in being fired based on their sexual orientation or gender identity to stress in discussing personal relationships and including same sex partners at workplace events.
Can LGBT professionals survive “coming out at work?
Does advocating and supporting a gay friendly workplace have an impact on both company and individual performance?
Our panel of experts answer these questions and more.
Coaching Successes In Corporate America Part3Tom Floyd
Another show in our continued series focused on the successes Fortune 1000 companies have experienced in implementing coaching programs within their organizations.
Guests share their perspectives on making the business case for coaching, common barriers, the keys to measuring success, and advice on creating a coaching program that is right for your organization.
Guests
* Karol Eller, Associate, Booz Allen Hamilton
* Jane Moran, Executive Coach, Coach Trainer EDS Global Learning & Development
* Tracey Wik, Managing Director of Leadership and Learning, ABN AMRO, Global Markets
* Maureen Williams, Assistant Vice President, CNA Leadership and Organizational Effectiveness
Summary
According to a 2004 survey by Executive Development Associates, Inc (EDA), 55% of corporations are utilizing executive coaching as a learning methodology.
But how are corporations designing and implementing these programs?
What’s the business case, what are the drivers - and what successes are specific companies experiencing?
Our guests address these questions and more, highlighting:
* The business drivers that helped influence the creation of their coaching programs.
* How coaching fits within the overall leadership development strategy for their organizations.
* How coaching programs can be tied to overall performance management systems and competencies.
* The positioning and messaging that can help articulate what coaching is and what it isn’t.
* How to structure coaching programs to drive performance and impact the bottom line.
* The benefits their organizations are experiencing as a result of implementing coaching programs.
Coaching Toward Multi Cultural Selling TranscriptTom Floyd
Your company has a multicultural marketing strategy, but how knowledgeable – and adaptive – is your sales team to the needs of your target customer groups?
In this program, we hear from coaches who are experts in multicultural marketing and how they help organizations build winning multi-cultural sales strategies, and how they help sales teams to develop winning strategies with diverse cultural groups.
Guests
* Jeff McFarland, Executive Director of Multicultural Marketing, Verizon
* Earl Honeycutt, Professor of Marketing and Sales Management, Elon University
* Michael Soon Lee, President, EthnoConnect
* Shelley Willingham-Hinton, Founder & President, National Organization for Diversity in Sales and Marketing
Summary
The National Organization for Diversity in Sales and Marketing (NODSM) defines multicultural as women, African-Americans, Hispanics/Latinos, Asian Americans, Indians, People with Disabilities, the LGBT community, multicultural youth, those with diverse religious beliefs, and Baby Boomers. However NODSM points out that multicultural is more than ethnicity and race – it’s a state of mind,
lifestyle, and perception.
According to the Association of National Advertisers (ANA), multicultural markets have not only grown, they have become increasingly complex. To align with this trend, successful organizations have taken multicultural marketing beyond creating and promoting a single, standard message to a specific group, such as African Americans or the LGBT community.
How have consultants, coaches, and other outside experts helped corporations develop strategies targeted at these various groups?
What are the challenges in implementing them, and how are coaches helping marketing and sales leaders overcome them?
Our guests address these questions and more.
Disasters like 9/11, Hurricane Katrina and the Minneapolis bridge collapse in August, force first responders, investigators, law enforcement, community and corporate leaders to work together in ways they never would day-to-day.
Effective leadership is the hallmark of a successful response to a crisis. But it also requires exceptional levels of organization, communication, cooperation and commitment by everyone involved.
How can coaching help companies, community groups and public agencies ensure that their people will be ready to take action when the worst happens?
Guests
* Len Biegel, General Counsel of the Biegel Group
* Dr. John Harrald, George Washington Institute for Crisis Disaster
* Myra Jolivet, Chief Communication and Marketing Officer for the American Red Cross of Greater Los Angeles
* Larry Smith, Coach and President of the Institute for Crisis Management
Summary
Last year, nearly a million volunteers of the American Red Cross and its 35,000 employees helped victims of almost 75,000 disasters and taught lifesaving skills to millions. From sudden crises including natural disasters and explosions to smoldering crises like class action lawsuits that can paralyze an organization, these catastrophes have a significant impact on the lives of those affected.
An October 2007 YouGov survey found world events and crises left 56% of people surveyed feeling powerless, 50% of people surveyed feeling angry, 35% of people surveyed feeling anxious and 26% of people surveyed feeling depressed.
Are today’s corporations and small to medium sized businesses prepared to handle a crisis when it occurs?
And how are coaches who specialize in crisis prevention and response working with organizations to prepare and guide leaders through these catastrophic events?
Our panel of experts address these questions and more.
This document provides the course schedule and instructor bios for the UCLA Professional Program in Producing Winter 2016 session. The program includes courses on producing for film, television, web and games taught by industry professionals over two weeks in January. Instructors include the president of Funny or Die, the showrunner of Happy Endings, and writers of Captain Phillips and The Hunger Games.
IEC is a management consulting firm based in San Jose, California that specializes in employee development, workforce performance, and change management services. They take a "human approach to consulting" to help companies address issues like resistance to change, attrition, and hesitation to adopt new technology. IEC has provided strategic, results-oriented consulting services to many companies including Cisco Systems, Hewlett Packard, Harrah's Entertainment, and Xilinx. Their services include training needs analysis, curriculum design, performance planning, and change readiness assessment.
Coaching And New Employees Shortening The Ramp To Productivity TranscriptTom Floyd
One of the biggest challenges for any manager is to rapidly and effectively integrate new workers into the workforce.
This show discusses how professional coaching can expedite the on-boarding process by helping new hires strengthen core skills and adjust to the company culture.
Guests
* Joanne Dustin, Executive and Career/Life Transition Coach
* Dr. Michael O'Connor, Thought Leader
* Sue Schaefer, Certified Coach
Summary
Research shows new hires who were put through a structured onboarding program were more likely to remain with their company three years after being hired. Other studies show 90% of companies believe employees make their decision to stay within the first 6 months.
But what role can professional coaches play in reducing attrition and keeping new hires onboard?
From increasing employee overall engagement to motivating new hires for success, our guests discuss how coaches can keep employees focused, productive, and meeting expectations.
Coaching New Managers For Success TranscriptTom Floyd
Many companies still take the sink-or-swim approach to training new managers. After a day or two of HR-mandated training, you’re on your own.
But today, no company can afford not to properly prepare its mid-level managers for their new roles.
Professional coaching is one of the most effective tools in helping new managers make the transformation from individual contributor to management.
This program discusses where and how coaching fits into management training and how it can increase the overall effectiveness of your management team.
Guests
* Dr. Michael J. O'Connor, Author, Managing by Values and The Platinum Rule
* Patrick Reilly, Principal, Resources in Action Inc.
* Michele Wolpe, Executive Coach
* Celia Young, President, Celia Young & Associates Inc.
Summary
Research shows that individuals new to management can have a variety of myths about how to be successful in a management role.
From not being able to see linkages and interdependencies across the organization to learning how to get commitment instead of compliance from employees, our experts discuss how these perceptions can affect how new managers perform in their first 3 to 6 months.
Guests explain how coaches can guide new managers in their process of self realization, as they adjust to their new roles.
This document summarizes a discussion between Tom Floyd, Marshall Goldsmith, and Pam Brill about coaching skills for leaders. They discuss that for a leader to be successful, they must be open to listening, learning, and identifying areas for self-improvement. However, a leader's perception of themselves may differ from how others perceive them. Conducting 360-degree feedback interviews is important for understanding how a leader is viewed by different audiences. Both guests require 360 assessments with current feedback when coaching leaders, as the impetus for change must come from within the individual.
Coaching Successes In Corporate America Part 2 TranscriptTom Floyd
The document summarizes a discussion between Tom Floyd and three guests - Guenet Beshah, Allan Polak, and Steve Dwyer - about introducing coaching programs within large corporations.
Guenet Beshah discusses her role leading the executive coaching program at Capital One, noting that coaching has been part of the company's development approach since the late 1990s. She outlines how Capital One uses coaching to support leader transitions, enhance competencies, and expand leadership abilities.
Allan Polak describes his background in consulting and internal roles, and how his company ALP Consulting works with organizations like Pfizer and United Technologies to establish coaching programs. He notes programs are most effective for leaders in transition or new to roles/companies
Cultivating Executive Skills And Presence TranscriptTom Floyd
Coaching can be critical in helping executives and managers develop the business skills and communication styles – both verbal and non-verbal – required of successful senior executives.
Guests discuss how professional coaching can be highly effective as part of an overall succession strategy with an organization and can address the very real leadership gap ahead for many companies.
Guests
* Robert Dickman, FirstVoice
* Karen Radtke, Beacon Street Coaching
* John Boisvert, President and CEO, Greenwood Consulting
* Ginny O'Brien, Executive and Corporate Coach, The Columbia Consultancy
Summary
According to many experts, there isn’t a formula for exactly what it takes to be a good leader. A variety of studies have been unable to identify any universal characteristics, skills, or traits that are seen consistently across those in leadership positions.
The coaches on the show discuss strategies that focus less on the textbook skills most programs identify as keys to success, and more on the importance of knowing yourself – and developing a style that works for you.
Generation X Moving Into Management TranscriptTom Floyd
How can companies harness the independence of this diverse generation to fill increasing leadership gaps within their organizations?
Experts discuss the impact of professional coaching on developing the management, planning, and business skills of these future leaders.
Guests
* Amy Hirsh Robinson, Founder and Principal, The Interchange Group
* Cheryl Palmer, M.Ed, Founder, Call to Career
* Misti Burmeister, Founder/CEO, Inspirion Inc.
Summary
This show examines a dynamic and increasingly influential generation in today’s workforce: Generation X.
Typically characterized by their independence, resilience, and direct communication style, many Gen Xers bring a collaborative, open approach to the workplace that weighs the need to “get the job done” with overall work life balance.
But how do these characteristics play out in the workplace?
And why do many Gen Xers feel trapped beneath a “Gray Ceiling” that prevents them from moving up?
Our guests answer these questions as well as provide expert commentary on the role coaching can play in developing Gen Xers as managers while bridging intergenerational gaps between members of this independent generation and their Baby Boomer and Millenial colleagues.
Managing Through Mergers And Acquisitions TranscriptTom Floyd
Guests discuss how coaching can assist managers and corporate executives guide their companies through mergers and acquisitions.
Topics discussed include how coaching can be used to help leaders create strong and effective work teams, bridge cultural differences, communicate with confidence, and ensure the retention of key employees.
Guests
* Emily Crawford, Kabachnick Group
* Tim Dorman, Korn Ferry International
Summary
Research shows in 2006, mergers and acquisitions totaled $310.7 billion dollars in the United States alone, examples including Google and YouTube, AT&T and BellSouth, and Alcatel and Lucent. But what role does professional coaching play as two organizations come together?
According to the Harvard Business Review there can be a variety of challenges during a merger, ranging from determining how to bring two radically different groups together to risks associated with not involving key influences, stakeholders, and top talent in the process.
Professional coaching experts discuss how coaching can help address these issues and more.
Millenials Newcomers To The Workplace TranscriptTom Floyd
Technologically savvy, eager – and almost as large as the Baby Boomer population - Millenials are graduating from universities and entering the workforce in mass numbers.
However, most are also unfamiliar with the requirements and expectations of corporate life.
This program discusses how professional coaching can assist these workers in their transition to the workplace and effectively harness their ambitions and skills.
Guests
* Annika Hylmo, Coach and Consultant, The Interchange Group
* Bea Fields, President, Five Star Leader Coaching and Training
* Misti Burmeister, Founder/CEO, Inspirion Inc.
* Shweta Khare, Founder and President, Career Bright Career Coaching Services
Summary
Generation Y members seek both purpose and meaning in the work they do. Parents of Millenial children taught them to aim high and that anything was possible. The result has been a highly educated, ambitious, and competitive emerging generation in today’s workforce.
However, Millenials have been micromanaged since childhood and often struggle establishing themselves in meaningful or lasting careers.
Our guests discuss how coaching can help Millenials align their ambition with their potential.
Your company has invested millions of dollars in a major enterprise application. Your technology professionals have spent months or years preparing for the launch.
This program discusses how coaching can ensure a successful implementation and – yes – a positive experience for your workforce.
Our experts discuss how professional coaching can help management teams plan all aspects of an implementation, anticipate obstacles and remove barriers, communicate benefits of change, and stage the actual launch.
Guests
* Majid Abai, President/CEO, Seena Technology Corporation
* Susan Alvey, Organizational and Leadership Development Coach
* Dr. Jeremy S. Lurey, Founder and Principal, Plus Delta Consulting, LLC
Summary
Over the past ten years, scores of Fortune 1000 organizations have felt the pain associated with introducing a new technology in their organizations. From ERP to CRM, these applications
have streamlined data and processes for companies, but have certainly taken a toll as well.
Executive sponsors aren’t always involved as they need to be, and a significant number of individuals within most organizations are resistant to these new applications. Our experts discuss how coaching can help.
Topics covered range from recommendations on how coaches can partner with executives, stakeholders, and project managers throughout an implementation, to the competencies
required to successfully manage the change resulting from the introduction of a new application.
Coaching Nonprofit And Charity Leaders TranscriptTom Floyd
Non-profit and charity leaders often are hailed for the altruistic deeds and missions of their organizations, most of which are largely central to the health and well-being of society.
However, with a continual reliance on fundraising, volunteers or public policy, non-profit leaders face a unique kind of pressure and stress, one where the line between personal and professional lives can more easily get blurred, often leading to burnout and high turnover.
How can coaching help non-profit/charity leaders succeed both professionally and personally?
What are the differences and similarities to coaching a non-profit leader versus a CEO, and what lessons can be learned from the private and public sectors?
Guests
* Bill Bothwell, Partner, Orrick, Herrington & Sutcliffe
* Kathleen Enright, Founding Executive Director, Grantmakers for Effective Organizations
* Martha Lasley, Founding Partner, Leadership That Works
* Don Listwin, Founder and Chairman, Canary Foundation
Summary
According to Giving USA 2005, an annual report focused on the non profit sector, charitable giving rose 5 percent to nearly $250 billion in 2004.
However, some reports including The Charitable Impulse, indicate that typical donors haven’t been receptive to some non profit organizations starting to act like big businesses, and additional data from sources like the January 2006 Harris Interactive Donor Pulse Survey highlight that one-third of U.S. adults have less than positive feelings toward America’s charitable organizations.
What are the challenges facing today’s non profit leaders, and how are these trends impacting them?
Our panel of experts address these questions, and discuss how coaches who work in the non profit sector have been able to help.
A new study sponsored by The Entrepreneur’s Source finds 5 universal reasons why businesses fail no matter what their size. They are:
* Poor financial management
* Mismanagement of human capital
* Pursuit of projects that are incompatible with resources and capabilities
* Underperforming sales people
* Lack of communications leadership.
On this show Tom interviews guests who have successfully guided entrepreneurs in the past, focusing on how coaches can help entrepreneurs overcome their blind spots, see the big picture and improve their overall performance.
Guests
* Andrea Garfield, Entrepreneur, Advisor, and Coach
* Patricia Kelly, President and CEO, Limerick
* Terry Powell, Founder and CEO, The Entrepreneur Source
* Paul Williams, Strategist, Business Consultant, and Coach
Summary
A 2004 report by the Small Business Administration (SBA) on Entrepreneurship in the 21st Century found that small businesses will play a major role in shaping this century’s economic landscape. However, according to a 2005 report from the US Bureau of Labor Statistics, 45%
of new independent business ventures fail within two years of opening.
Many of us have dreams of running our own businesses and taking more control of our destinies – but what does it take to be successful?
And how can coaches who specialize in entrepreneurial development and growth help us realize our dreams?
Our guests discuss how coaches can guide entrepreneurs in both running their businesses and dealing with the challenges that come up along the way.
How can coaching keep teams strong during the absence of an armed forces member in wartime?
When the serviceman or woman returns from overseas deployment, how can coaching help the individual and the organization adapt to the changes and remain successful?
How are the armed forces using coaching? Do they use it for generals and other military leaders?
How is this different than business coaching?
What lessons can the business world take from this?
Guests
* Richard Halbrook, Executive Vice President of Administration, Dollar Thrifty Automotive Group Inc.
* Richard Strozzi-Heckler, Founder, Strozzi Institute, Author
* John O'Connor, President, Career Pro Inc.
* Bill Offutt, Veterans' Employment & Training Service Special Assistant, U.S. Department of Labor.
Summary
According to the United States Army, there are currently 189,000 people in the Army Reserve who can be rapidly mobilized when their skills are needed in times of national emergency or global conflict. However in serving their country, the departure of an employee in the reserves can have a significant impact on both the individual and their employer.
Legislation like the Uniformed Services Employment and Reemployment Rights Act ensure that members of the uniformed services are returned to their civilian employment upon completion of their service at the same seniority, status, and rate of pay before they left.
How then, according to the September 2006 issue of Inc. Magazine, did over 3,845 complaints arise in 2006 from reservists related to returning to work, pay rates, or allegations of discrimination?
Our panel of experts address these scenarios, and discuss how coaches are working with reservists to ease them back into the working world.
Additionally, guests explain how somatic coaching in particular can be helpful in developing leadership abilities in both the armed forces and the workplace, as well as how serving in the armed forces can foster valuable experience and skills in employees that can benefit their organizations back at the office.
Coaching And Offshore Outsourcing TranscriptTom Floyd
Outsourcing parts of your business can be a strong business strategy.
But your customers – internal and external – need to have a consistent experience whether they are dealing with employees who are stateside or offshore.
Guests on this program discuss how coaching can help companies build cohesive teams in disparate locations in the U.S. and abroad.
Guests
* Maya Hu-Chan, President, Global Leadership Associates
* Dr. Robert Lee, CEO, Achievo Corporation
* Daniel Mummery, Partner, Latham & Watkins LLP
* Susan Schwartz, Principal Consultant, The River Birch Group
Summary
According to the July 20th, 2006 issue of the Mondaq Business Briefing, the volume of outsourcing activity has doubled in the last decade. One estimate puts the annual growth rate of outsourcing at 20 to 30%.
While outsourcing is big business (estimated at well over $1 trillion), managing across borders – and cultures – is certainly not without its challenges.
In a November 2006 article titled Managing Multicultural Teams, the Harvard Business Review cites four categories of challenges that can arise on global teams, including direct versus indirect
communication, trouble with accents and fluency, differing attitudes toward hierarchy and authority, and conflicting norms for decision making.
Are these issues arising within outsourced engagements?
And how are corporations and outsourcing providers using professional coaches to help?
Our experts discuss these topics and more.
Coaching On Character And Ethics TranscriptTom Floyd
Most successful managers know how to avoid the obvious ethical lapses. But sometimes small mistakes can derail the success of a department, a company and a career.
Paul Wolfowitz recently lost his job as head of the World Bank over concerns about his personal relationship with a bank employee.
The CFO of Wellpoint Health was recently ousted after allegations surfaced about extra marital affairs.
Why do high performing, very smart people find themselves in these situations?
How can executive coaching help prevent self- sabotaging behaviors?
Guests
* Phyllis Davis, Author/Authority on Ethics
* Marjorie Doyle, Global Practice Leader, LRN
* Linda Livingstone, Dean, Graziadio School of Business at Pepperdine University
* Diana Scott, Co-chair, National Labor and Appointment Practice; Greenberg Taurig
Summary
A 2005 National Business Ethics Survey stated the most common types of unethical misconduct observed by employees range from abuse or intimidating behavior to discrimination and
sexual harassment.
Some experts on ethics and etiquette believe it’s impossible to teach ethics past the age of 21.
Can ethics coaches resolve these concerns?
Our guests discuss a variety of topics from what causes unethical conduct, to the bullying that causes it to go unreported, to mentoring and coaching strategies that create an ethical business environment.
Coaching Hispanic Latino Teams And Audiences TranscriptTom Floyd
American workplaces are increasingly diverse in race and culture. In particular, the Hispanic/Latino population - young, U.S.-born and educated, and primarily English speakers – have an entrepreneurial bent that is helping to fuel the U.S. economy, and are poised to bring about the next American social and cultural revolution.
In this program, we explore the growth of Hispanic/Latino audiences and look at how coaching helps to address a population that largely represents our country today.
We also discuss the key issues in coaching Hispanic/Latino teams in business.
Most people change jobs several times, with the average amount of career changes throughout a lifetime at 5-7, and the average number of job changes at 29-30, according to a university study.
This show explores the reasons why people change careers or industries and what factors prompt so many job changes within a career or industry.
We speak with career experts and coaches who help executives and managers reinvent themselves, and learn the best ways to find a career that makes one truly happy.
IEC is a management consulting firm based in San Jose, California that specializes in employee development, workforce performance, and change management services. They take a "human approach to consulting" to help companies address issues like resistance to change, attrition, and hesitation to adopt new technology. IEC has provided strategic, results-oriented consulting services to many companies including Cisco Systems, Hewlett Packard, Harrah's Entertainment, and Xilinx. Their services include training needs analysis, curriculum design, performance planning, and change readiness assessment.
IEC: Insight Educational Consulting Company OverviewTom Floyd
Insight Educational Overview (IEC) is a consulting firm founded in 2001 and based in San Jose, CA. IEC takes a human approach to consulting services focused on employee development, workforce performance management, and change management. IEC's mission is to cultivate learning, collaboration, and change through personalized consulting. IEC works with a variety of partners and clients across different industries.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
IEC is a management consulting firm based in San Jose, California that specializes in employee development, workforce performance, and change management services. They take a "human approach to consulting" to help companies address issues like resistance to change, attrition, and hesitation to adopt new technology. IEC has provided strategic, results-oriented consulting services to many companies including Cisco Systems, Hewlett Packard, Harrah's Entertainment, and Xilinx. Their services include training needs analysis, curriculum design, performance planning, and change readiness assessment.
Coaching And New Employees Shortening The Ramp To Productivity TranscriptTom Floyd
One of the biggest challenges for any manager is to rapidly and effectively integrate new workers into the workforce.
This show discusses how professional coaching can expedite the on-boarding process by helping new hires strengthen core skills and adjust to the company culture.
Guests
* Joanne Dustin, Executive and Career/Life Transition Coach
* Dr. Michael O'Connor, Thought Leader
* Sue Schaefer, Certified Coach
Summary
Research shows new hires who were put through a structured onboarding program were more likely to remain with their company three years after being hired. Other studies show 90% of companies believe employees make their decision to stay within the first 6 months.
But what role can professional coaches play in reducing attrition and keeping new hires onboard?
From increasing employee overall engagement to motivating new hires for success, our guests discuss how coaches can keep employees focused, productive, and meeting expectations.
Coaching New Managers For Success TranscriptTom Floyd
Many companies still take the sink-or-swim approach to training new managers. After a day or two of HR-mandated training, you’re on your own.
But today, no company can afford not to properly prepare its mid-level managers for their new roles.
Professional coaching is one of the most effective tools in helping new managers make the transformation from individual contributor to management.
This program discusses where and how coaching fits into management training and how it can increase the overall effectiveness of your management team.
Guests
* Dr. Michael J. O'Connor, Author, Managing by Values and The Platinum Rule
* Patrick Reilly, Principal, Resources in Action Inc.
* Michele Wolpe, Executive Coach
* Celia Young, President, Celia Young & Associates Inc.
Summary
Research shows that individuals new to management can have a variety of myths about how to be successful in a management role.
From not being able to see linkages and interdependencies across the organization to learning how to get commitment instead of compliance from employees, our experts discuss how these perceptions can affect how new managers perform in their first 3 to 6 months.
Guests explain how coaches can guide new managers in their process of self realization, as they adjust to their new roles.
This document summarizes a discussion between Tom Floyd, Marshall Goldsmith, and Pam Brill about coaching skills for leaders. They discuss that for a leader to be successful, they must be open to listening, learning, and identifying areas for self-improvement. However, a leader's perception of themselves may differ from how others perceive them. Conducting 360-degree feedback interviews is important for understanding how a leader is viewed by different audiences. Both guests require 360 assessments with current feedback when coaching leaders, as the impetus for change must come from within the individual.
Coaching Successes In Corporate America Part 2 TranscriptTom Floyd
The document summarizes a discussion between Tom Floyd and three guests - Guenet Beshah, Allan Polak, and Steve Dwyer - about introducing coaching programs within large corporations.
Guenet Beshah discusses her role leading the executive coaching program at Capital One, noting that coaching has been part of the company's development approach since the late 1990s. She outlines how Capital One uses coaching to support leader transitions, enhance competencies, and expand leadership abilities.
Allan Polak describes his background in consulting and internal roles, and how his company ALP Consulting works with organizations like Pfizer and United Technologies to establish coaching programs. He notes programs are most effective for leaders in transition or new to roles/companies
Cultivating Executive Skills And Presence TranscriptTom Floyd
Coaching can be critical in helping executives and managers develop the business skills and communication styles – both verbal and non-verbal – required of successful senior executives.
Guests discuss how professional coaching can be highly effective as part of an overall succession strategy with an organization and can address the very real leadership gap ahead for many companies.
Guests
* Robert Dickman, FirstVoice
* Karen Radtke, Beacon Street Coaching
* John Boisvert, President and CEO, Greenwood Consulting
* Ginny O'Brien, Executive and Corporate Coach, The Columbia Consultancy
Summary
According to many experts, there isn’t a formula for exactly what it takes to be a good leader. A variety of studies have been unable to identify any universal characteristics, skills, or traits that are seen consistently across those in leadership positions.
The coaches on the show discuss strategies that focus less on the textbook skills most programs identify as keys to success, and more on the importance of knowing yourself – and developing a style that works for you.
Generation X Moving Into Management TranscriptTom Floyd
How can companies harness the independence of this diverse generation to fill increasing leadership gaps within their organizations?
Experts discuss the impact of professional coaching on developing the management, planning, and business skills of these future leaders.
Guests
* Amy Hirsh Robinson, Founder and Principal, The Interchange Group
* Cheryl Palmer, M.Ed, Founder, Call to Career
* Misti Burmeister, Founder/CEO, Inspirion Inc.
Summary
This show examines a dynamic and increasingly influential generation in today’s workforce: Generation X.
Typically characterized by their independence, resilience, and direct communication style, many Gen Xers bring a collaborative, open approach to the workplace that weighs the need to “get the job done” with overall work life balance.
But how do these characteristics play out in the workplace?
And why do many Gen Xers feel trapped beneath a “Gray Ceiling” that prevents them from moving up?
Our guests answer these questions as well as provide expert commentary on the role coaching can play in developing Gen Xers as managers while bridging intergenerational gaps between members of this independent generation and their Baby Boomer and Millenial colleagues.
Managing Through Mergers And Acquisitions TranscriptTom Floyd
Guests discuss how coaching can assist managers and corporate executives guide their companies through mergers and acquisitions.
Topics discussed include how coaching can be used to help leaders create strong and effective work teams, bridge cultural differences, communicate with confidence, and ensure the retention of key employees.
Guests
* Emily Crawford, Kabachnick Group
* Tim Dorman, Korn Ferry International
Summary
Research shows in 2006, mergers and acquisitions totaled $310.7 billion dollars in the United States alone, examples including Google and YouTube, AT&T and BellSouth, and Alcatel and Lucent. But what role does professional coaching play as two organizations come together?
According to the Harvard Business Review there can be a variety of challenges during a merger, ranging from determining how to bring two radically different groups together to risks associated with not involving key influences, stakeholders, and top talent in the process.
Professional coaching experts discuss how coaching can help address these issues and more.
Millenials Newcomers To The Workplace TranscriptTom Floyd
Technologically savvy, eager – and almost as large as the Baby Boomer population - Millenials are graduating from universities and entering the workforce in mass numbers.
However, most are also unfamiliar with the requirements and expectations of corporate life.
This program discusses how professional coaching can assist these workers in their transition to the workplace and effectively harness their ambitions and skills.
Guests
* Annika Hylmo, Coach and Consultant, The Interchange Group
* Bea Fields, President, Five Star Leader Coaching and Training
* Misti Burmeister, Founder/CEO, Inspirion Inc.
* Shweta Khare, Founder and President, Career Bright Career Coaching Services
Summary
Generation Y members seek both purpose and meaning in the work they do. Parents of Millenial children taught them to aim high and that anything was possible. The result has been a highly educated, ambitious, and competitive emerging generation in today’s workforce.
However, Millenials have been micromanaged since childhood and often struggle establishing themselves in meaningful or lasting careers.
Our guests discuss how coaching can help Millenials align their ambition with their potential.
Your company has invested millions of dollars in a major enterprise application. Your technology professionals have spent months or years preparing for the launch.
This program discusses how coaching can ensure a successful implementation and – yes – a positive experience for your workforce.
Our experts discuss how professional coaching can help management teams plan all aspects of an implementation, anticipate obstacles and remove barriers, communicate benefits of change, and stage the actual launch.
Guests
* Majid Abai, President/CEO, Seena Technology Corporation
* Susan Alvey, Organizational and Leadership Development Coach
* Dr. Jeremy S. Lurey, Founder and Principal, Plus Delta Consulting, LLC
Summary
Over the past ten years, scores of Fortune 1000 organizations have felt the pain associated with introducing a new technology in their organizations. From ERP to CRM, these applications
have streamlined data and processes for companies, but have certainly taken a toll as well.
Executive sponsors aren’t always involved as they need to be, and a significant number of individuals within most organizations are resistant to these new applications. Our experts discuss how coaching can help.
Topics covered range from recommendations on how coaches can partner with executives, stakeholders, and project managers throughout an implementation, to the competencies
required to successfully manage the change resulting from the introduction of a new application.
Coaching Nonprofit And Charity Leaders TranscriptTom Floyd
Non-profit and charity leaders often are hailed for the altruistic deeds and missions of their organizations, most of which are largely central to the health and well-being of society.
However, with a continual reliance on fundraising, volunteers or public policy, non-profit leaders face a unique kind of pressure and stress, one where the line between personal and professional lives can more easily get blurred, often leading to burnout and high turnover.
How can coaching help non-profit/charity leaders succeed both professionally and personally?
What are the differences and similarities to coaching a non-profit leader versus a CEO, and what lessons can be learned from the private and public sectors?
Guests
* Bill Bothwell, Partner, Orrick, Herrington & Sutcliffe
* Kathleen Enright, Founding Executive Director, Grantmakers for Effective Organizations
* Martha Lasley, Founding Partner, Leadership That Works
* Don Listwin, Founder and Chairman, Canary Foundation
Summary
According to Giving USA 2005, an annual report focused on the non profit sector, charitable giving rose 5 percent to nearly $250 billion in 2004.
However, some reports including The Charitable Impulse, indicate that typical donors haven’t been receptive to some non profit organizations starting to act like big businesses, and additional data from sources like the January 2006 Harris Interactive Donor Pulse Survey highlight that one-third of U.S. adults have less than positive feelings toward America’s charitable organizations.
What are the challenges facing today’s non profit leaders, and how are these trends impacting them?
Our panel of experts address these questions, and discuss how coaches who work in the non profit sector have been able to help.
A new study sponsored by The Entrepreneur’s Source finds 5 universal reasons why businesses fail no matter what their size. They are:
* Poor financial management
* Mismanagement of human capital
* Pursuit of projects that are incompatible with resources and capabilities
* Underperforming sales people
* Lack of communications leadership.
On this show Tom interviews guests who have successfully guided entrepreneurs in the past, focusing on how coaches can help entrepreneurs overcome their blind spots, see the big picture and improve their overall performance.
Guests
* Andrea Garfield, Entrepreneur, Advisor, and Coach
* Patricia Kelly, President and CEO, Limerick
* Terry Powell, Founder and CEO, The Entrepreneur Source
* Paul Williams, Strategist, Business Consultant, and Coach
Summary
A 2004 report by the Small Business Administration (SBA) on Entrepreneurship in the 21st Century found that small businesses will play a major role in shaping this century’s economic landscape. However, according to a 2005 report from the US Bureau of Labor Statistics, 45%
of new independent business ventures fail within two years of opening.
Many of us have dreams of running our own businesses and taking more control of our destinies – but what does it take to be successful?
And how can coaches who specialize in entrepreneurial development and growth help us realize our dreams?
Our guests discuss how coaches can guide entrepreneurs in both running their businesses and dealing with the challenges that come up along the way.
How can coaching keep teams strong during the absence of an armed forces member in wartime?
When the serviceman or woman returns from overseas deployment, how can coaching help the individual and the organization adapt to the changes and remain successful?
How are the armed forces using coaching? Do they use it for generals and other military leaders?
How is this different than business coaching?
What lessons can the business world take from this?
Guests
* Richard Halbrook, Executive Vice President of Administration, Dollar Thrifty Automotive Group Inc.
* Richard Strozzi-Heckler, Founder, Strozzi Institute, Author
* John O'Connor, President, Career Pro Inc.
* Bill Offutt, Veterans' Employment & Training Service Special Assistant, U.S. Department of Labor.
Summary
According to the United States Army, there are currently 189,000 people in the Army Reserve who can be rapidly mobilized when their skills are needed in times of national emergency or global conflict. However in serving their country, the departure of an employee in the reserves can have a significant impact on both the individual and their employer.
Legislation like the Uniformed Services Employment and Reemployment Rights Act ensure that members of the uniformed services are returned to their civilian employment upon completion of their service at the same seniority, status, and rate of pay before they left.
How then, according to the September 2006 issue of Inc. Magazine, did over 3,845 complaints arise in 2006 from reservists related to returning to work, pay rates, or allegations of discrimination?
Our panel of experts address these scenarios, and discuss how coaches are working with reservists to ease them back into the working world.
Additionally, guests explain how somatic coaching in particular can be helpful in developing leadership abilities in both the armed forces and the workplace, as well as how serving in the armed forces can foster valuable experience and skills in employees that can benefit their organizations back at the office.
Coaching And Offshore Outsourcing TranscriptTom Floyd
Outsourcing parts of your business can be a strong business strategy.
But your customers – internal and external – need to have a consistent experience whether they are dealing with employees who are stateside or offshore.
Guests on this program discuss how coaching can help companies build cohesive teams in disparate locations in the U.S. and abroad.
Guests
* Maya Hu-Chan, President, Global Leadership Associates
* Dr. Robert Lee, CEO, Achievo Corporation
* Daniel Mummery, Partner, Latham & Watkins LLP
* Susan Schwartz, Principal Consultant, The River Birch Group
Summary
According to the July 20th, 2006 issue of the Mondaq Business Briefing, the volume of outsourcing activity has doubled in the last decade. One estimate puts the annual growth rate of outsourcing at 20 to 30%.
While outsourcing is big business (estimated at well over $1 trillion), managing across borders – and cultures – is certainly not without its challenges.
In a November 2006 article titled Managing Multicultural Teams, the Harvard Business Review cites four categories of challenges that can arise on global teams, including direct versus indirect
communication, trouble with accents and fluency, differing attitudes toward hierarchy and authority, and conflicting norms for decision making.
Are these issues arising within outsourced engagements?
And how are corporations and outsourcing providers using professional coaches to help?
Our experts discuss these topics and more.
Coaching On Character And Ethics TranscriptTom Floyd
Most successful managers know how to avoid the obvious ethical lapses. But sometimes small mistakes can derail the success of a department, a company and a career.
Paul Wolfowitz recently lost his job as head of the World Bank over concerns about his personal relationship with a bank employee.
The CFO of Wellpoint Health was recently ousted after allegations surfaced about extra marital affairs.
Why do high performing, very smart people find themselves in these situations?
How can executive coaching help prevent self- sabotaging behaviors?
Guests
* Phyllis Davis, Author/Authority on Ethics
* Marjorie Doyle, Global Practice Leader, LRN
* Linda Livingstone, Dean, Graziadio School of Business at Pepperdine University
* Diana Scott, Co-chair, National Labor and Appointment Practice; Greenberg Taurig
Summary
A 2005 National Business Ethics Survey stated the most common types of unethical misconduct observed by employees range from abuse or intimidating behavior to discrimination and
sexual harassment.
Some experts on ethics and etiquette believe it’s impossible to teach ethics past the age of 21.
Can ethics coaches resolve these concerns?
Our guests discuss a variety of topics from what causes unethical conduct, to the bullying that causes it to go unreported, to mentoring and coaching strategies that create an ethical business environment.
Coaching Hispanic Latino Teams And Audiences TranscriptTom Floyd
American workplaces are increasingly diverse in race and culture. In particular, the Hispanic/Latino population - young, U.S.-born and educated, and primarily English speakers – have an entrepreneurial bent that is helping to fuel the U.S. economy, and are poised to bring about the next American social and cultural revolution.
In this program, we explore the growth of Hispanic/Latino audiences and look at how coaching helps to address a population that largely represents our country today.
We also discuss the key issues in coaching Hispanic/Latino teams in business.
Most people change jobs several times, with the average amount of career changes throughout a lifetime at 5-7, and the average number of job changes at 29-30, according to a university study.
This show explores the reasons why people change careers or industries and what factors prompt so many job changes within a career or industry.
We speak with career experts and coaches who help executives and managers reinvent themselves, and learn the best ways to find a career that makes one truly happy.
IEC is a management consulting firm based in San Jose, California that specializes in employee development, workforce performance, and change management services. They take a "human approach to consulting" to help companies address issues like resistance to change, attrition, and hesitation to adopt new technology. IEC has provided strategic, results-oriented consulting services to many companies including Cisco Systems, Hewlett Packard, Harrah's Entertainment, and Xilinx. Their services include training needs analysis, curriculum design, performance planning, and change readiness assessment.
IEC: Insight Educational Consulting Company OverviewTom Floyd
Insight Educational Overview (IEC) is a consulting firm founded in 2001 and based in San Jose, CA. IEC takes a human approach to consulting services focused on employee development, workforce performance management, and change management. IEC's mission is to cultivate learning, collaboration, and change through personalized consulting. IEC works with a variety of partners and clients across different industries.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
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Easily Verify Compliance and Security with Binance KYCAny kyc Account
Use our simple KYC verification guide to make sure your Binance account is safe and compliant. Discover the fundamentals, appreciate the significance of KYC, and trade on one of the biggest cryptocurrency exchanges with confidence.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
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Coaching Leadership And Workforces During A Strike Transcript
1. Insight on Coaching
Coaching Leadership and Workforces During A Strike Transcript
Prepared for: Prepared by:
Insight Educational Consulting Ubiqus Reporting
(IEC)
2. Time Speaker Transcript
0:00 Tom Floyd Hello everyone and welcome to Insight on Coaching.
Insight on Coaching explores the many facets, flavors, and sides of the emerging
professional coaching field.
I’m Tom Floyd. I’m the CEO of Insight Educational Consulting and your host for
today’s show.
Well, this week our topic is coaching, leadership, and workforces during a strike.
We’ll talk about the current Writers Guild strike that just ended from the perspective
of those who were closely involved in it. We’ll talk about the lessons learned from the
strike, and most importantly, in general, we’ll talk about the roles that coaches played
both during the previous strike and the role the coaches that can play in strikes in
general.
Well, just two weeks ago, the members of the Writers Guild of America West
(WGAW) and the Writers Guild of America East (WGAE) put their final stamp of
approval on the deal that ended their 14-week strike, giving writers new rights and
protections for work distributed on and created for the Internet and other new media
platforms.
With me to talk more about the strike and some of coaching work that was done
around it in general, today, are four guests. Some of whom are very familiar with the
Writers Guild strike to say the least.
We’ll spend a good chunk of time discussing the strike itself, and, of course, some of
the work that coaches did in general.
That said, let me give you a quick overview of who we have with us today.
Our first guest, David Brownstein, is the founder of Hollywood Coaching, which
provides career coaching, leadership coaching, and executive coaching to
Hollywood’s top professionals. He has coached executives and creatives at all the
major TV and film studios, including ABC, NBC, CBS, Fox, Sony, Warner Brothers,
and MTV networks among others. An award-winning producer, director, and
screenwriter, David was recently named to a list of top 100 thought leaders by
Leadership Excellence magazine. He was featured in The New York Times articles
on life coaching in Hollywood, and has been interviewed and featured in Movie
Maker, Men’s Health, Fitness, Awareness, and Creative Screenwriting magazines.
He’s the author of “The Cosmic Mission of Hollywood: How to Stay Inspired and
Productive in the Industry that Rocks the World,” and is a popular presenter on such
topics as War and Peace in the Writer’s Room, The Essentials of Leadership, and A
Course in Hollywood Miracles.
Welcome to the show, David.
02:43 David Thanks, Tom. Good to be here.
Brownstein
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02:45 Tom Floyd Our second guest, Jonathan Handel, practices entertainment law at Troy Gould in
Los Angeles where he focuses on digital media and intellectual property. He was
previously Associate Counsel at the Writers Guild of America, and has appeared in
the media over 150 separate times regarding the writers negotiations and strike in
outlets, including The New York Times, the Wall Street Journal, the Los Angeles
Times, National Public Radio, Variety, and The Hollywood Reporter.
Jonathan has presented seminars on entertainment technology to U.S. and foreign
filmmakers, CEOs, studio executives, and agents. He is a graduate of Harvard
College and Harvard Law School and blogs at www.jhandel.com, and on The
Huffington Post. Jonathan is also a member of the Academy of Television Arts and
Sciences, which is the professional association that awards the Primetime Emmys.
Welcome to the show, Jonathan.
03:37 Jonathan Thanks, very much. It’s a pleasure to be here, Tom.
Handel
03:39 Tom Floyd It’s a pleasure to have you. Our next guest, leader, turned Emmy award winning
writer and producer, Patric Verrone, has served as the President of the Writers Guild
of America West since September of 2005.
His writing career began in the late 1980s as a monologue writer for the “Tonight
Show” starring Johnny Carson. Patric’s credits as a television writer and producer
include “The Larry Sanders Show,” “The Critic,” “Pinky and the Brain,” “Rugrats,”
“Muppets Tonight,” “Futurama,” and “The Simpsons.”
Now that the strike is over, he has returned to writing and producing direct-to-DVD
Futurama features, including the recently released Bender’s Big Score.
Patric has won two Emmys and won the 2002 Writers Guild Animation Caucus
Lifetime Achievement Award. Patric is also a member of the California and Florida
bars, and has been an adjunct professor of entertainment law at Loyola Law School
and UCLA Extension, and has served as editor of the Annual Entertainment Law
Issue of Los Angeles Lawyer Magazine since 1996.
Welcome to the show, Patric.
04:40 Patric Verrone Thank you, Tom.
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04:42 Tom Floyd And our last guest, proclaimed by Elle magazine as having a shaman-like status to
her Hollywood clientele, Sherri Ziff Lester is a certified life coach of Rock Your Life
Coaching, well known for her work with actors and rock stars. She is equally
passionate about her clients in the entertainment industry who work behind the
scenes, and those calls visionaries, people who want to make an impact and are
committed to living vibrant lives.
Sherri’s newest passion is the NBA, and she’s recently expanded her coaching
business to include basketball players. More recently, she did on-the-spot coaching
at a celebrity-studded Golden Globes gift lounge.
Prior to coaching, Sherri was a successful television writer on several prime time
dramas, including “Beverly Hills 90210” and “Baywatch.” She has been profiled in
The New York Times and Elle magazine, and has been referenced in numerous
publications, including Self, Ladies Home Journal, Redbook, the New York Post, and
others. Sherri has also appeared on “Access Hollywood” and “Fox News” on
coaching in the entertainment industry.
Welcome to the show, Sherri.
05:41 Sherri Ziff Thank you.
Lester
05:43 Tom Floyd Well as we do with each show, I’d like to share something that our research team
pulled together to set the stage.
Well according to the Bureau of Labor Statistics:
Overall, in 2007 there were 21 lockouts and strikes involving 1,000 or
more workers in 2007.
In 2007, the largest major work stoppage in total days idle was between
the Alliance of Motion Picture and Television Producers and the Writers
Guild of America East and West, with 10,500 workers accounting for
409,500 lost workdays (which was measured by number of workers
involved, days of idleness, and length of stoppage.)
A December 2007 USA TODAY/Gallup Poll showed that, when just six
weeks into the strike, public sentiment rested firmly against the studios –
sixty percent of Americans say they favor the writers in the dispute. Just
14% favor the studios who employ them.
Well Patric, I’d like to start with you.
Given your level of involvement in the strike, especially—this was definitely one of
the most publicized strikes of the past decade—can you tell us a little bit more about
how it all began?
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5. Time Speaker Transcript
07:03 Patric Verrone Well Tom, the strike itself was something that I don’t think anyone really wanted.
This was a negotiation that happens every three years between the Writers Guild and
the studios and networks.
We have a contract that deals with the minimums, pension contributions, health
insurance, and residuals for writers in television and film.
This time around, with the advent of new media, not only the downloading of existing
film and TV shows to the Internet and handheld devices, like iPods, but also the
advent of the creation of new media for new media.
In other words, webisodes of shows like “The Office” and mobisodes, mobile phone
episodes, of shows like “Lost,” the Writers Guild, and as well the actors represented
by the Screen Actors Guild and AFTRA and directors represented by the Directors
Guild, were becoming more and more interested in how our material was going to be
both reused on the Internet, how we were going to be paid for that, and how new
material was going to be created, whether we would get certain protections that we’re
used to, including, as I said, minimum wages, and pension and health contributions.
So in this contract, it was very important for us to set a floor for all of that work
because, historically, whenever a new business model has come along, whether it
was television itself in the early 1960s for us, cable TV in the eighties, home video in
the mid-eighties, whatever patterns are set in those early negotiations, it tends to be
very hard for us to break those patterns.
So this time, the industry was saying to us something that they had been saying to us
in the last few negotiations, which was that this is a new technology, we don’t know
where the business model is, how we’re going to make money, whether we’re going
to make money, so give us a break, lower the barriers to entry. We said we would
love to do that, but for the fact that, as I said, we don’t want to set a bad precedent.
So we said anytime you make money, we make money. We had percentage of
revenue formulas in place. We just wanted to get the jurisdiction. We wanted to
make sure that we had the coverage.
As the negotiation, which began in July, continued to stagger on through October, it
was clear to us that we were not going to get anywhere unless we showed some real
resolve and determination.
We took a strike authorization vote of our membership, 10,000-plus members, and
we got over 90% positive response.
So at the end of October, we were in negotiations clearly prepared to go on strike,
and management refused to put any kind of offer on the table that we could take
seriously, so the strike began on November 5th.
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6. Time Speaker Transcript
10:07 Tom Floyd Just to interrupt for a second, when you said that it became clear that you weren’t
getting anywhere, what were some of the behaviors or things that you saw there that
were really concerning?
Those things that made you realize that you needed to do something about this fast?
10:21 Patric Verrone Well, the proposal that we had on the table we considered very reasonable.
As I said, percentages of revenue for going forward for four new media. At the time,
we were also asking, actually, for an increase in DVD residuals, which hadn’t
changed since the mid-1980s.
The other side—management’s proposals to us—had included a complete change in
the way that residuals were calculate, a profit-based residual formula, which if you
know anything about Hollywood accounting, can make the Enron executives blush
with the ability to conceal profits and make that kind of profit participation specious.
I think by the time we struck, that was off the table, but they were still claiming that
they wanted to be able to use anything in new media, reuse any new or existing
library TV shows or films.
They wanted to be able show them on the Internet for free and call them a promotion.
They didn’t want to grant us the jurisdiction for the creation of new material on the
Internet.
They wanted to do a three-year study.
As I said, they didn’t believe that there was a business model in place yet. They
wanted to study it for three years and then come back, and of course, in the
meantime, either pay us nothing or pay us at the DVD rate.
So it was a case where they were acting the way they had been acting for a
generation now, which was simply to say no to all of the union proposals and the
union—in this case us—would typically respond and say okay, fine, we’ll go along
with it.
This time, we didn’t, and so we called the strike on November 5th.
12:18 David Can I interrupt a second, Patric?
Brownstein
12:19 Patric Verrone Sure. Go ahead.
12:20 David Patric, obviously, it was a successful strike and you got great things.
Brownstein
With what you learned by the end with what worked—if you could go back in time
now—what might have worked differently in July that you discovered in January?
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7. Time Speaker Transcript
12:39 Patric Verrone Well, I think the key thing was the involvement of the CEOs.
When we were bargaining from July through October, we were bargaining with what
Tom referred to as the AMPTP (The Alliance of Motion Picture and Television
Producers).
This is an entity that’s set up by the studios, and networks, and other independent
production entities, of which there are very, very few now that matter. It’s set up so
that they can bargain together. It has an advantage from our perspective too, in that
you make one deal and it applies to everybody.
But the people who populate the actual negotiating committee for the side are labor
vice presidents. They’re executives within the companies, who are there, basically,
to say no.
The decision makers among the studios and networks—the CEOs—were not
integrally involved in the process. We had some, what we call, back-channel
conversations with a few of them during these weeks and months, but they were not
in the day-to-day process.
And it was very difficult to get, as I said, these labor executives, who had been doing
this in some cases for almost 30 years, to say anything other than no, ‘cause that’s
what they were empowered to say and do.
So had we gotten the CEOs involved earlier, I think we might have been able to
make the progress that we eventually did make, earlier.
14:03 David When you finally did get direct communication with them, what was their attitude?
Brownstein
14:09 Patric Verrone Well, it differed from executive to executive. But obviously, when we had the
conversations with them in January and early February—there had been, at that
point, a two-and-a-half-month strike—and a very powerful one that shut down
production.
And despite what they’re saying to their stockholders and their earnings goals right
now, it was a strike that affected them and this hurt their business. So their interest
at that time, specifically, the 2007-2008 television season was about to collapse.
Next year’s pilot season—the development of pilots for the 2008-2009 season—was
dead in the water, and was about to also collapse. And the Oscars was in serious
jeopardy. We had shut down the Golden Globes. That was turned from a high-
profile event into a news conference, and there was this great fear that the Oscars
was going to do the same.
So the CEOs were interested in ending the strike, in making a deal that would
prevent those three things from happening. So the particular personalities of these
gentlemen—who were all extraordinarily professional and hard bargainers, but good
bargainers—made the experience overall one of let’s see how we can make a deal.
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8. Time Speaker Transcript
15.44 Tom Floyd Just to recap, it sounds like that, in general, when you saw some of the concerns
back in July, you were seeing some of the historical behaviors that you had seen in
the past.
That you really felt it was important to make sure that the model upfront was one that
was fair.
And that knowing it could be hard to make changes later that we absolutely had to
get the right things in place from the beginning.
And that getting the key executives and CEOs involved, and working with them
directly, really helped the process a lot.
16:19 Patric Verrone Absolutely.
16:20 Tom Floyd Got it. Jonathan, I’d like to turn to you next.
From your perspective, from a legal perspective, what made the past strike unique?
16:31 Jonathan Again, it’s a pleasure to be here and it’s a pleasure to share the virtual stage with
Handel Patric, as well. Hey, Patric.
16:37 Patric Verrone Hi, Jon.
16:40 Jonathan I guess the way I’d like to look at it is to use as a jumping off point a couple things
Handel that Patric said.
There is this organization, the AMPTP, that’s a joint bargaining organization.
There are a lot of multi-studio groups in this town. There’s the group that gives out
the Oscars. There’s the group that does ratings on movies, and that lobbies against
piracy and all those kinds of things.
So this particular group’s only purpose is to negotiate labor agreements. That’s what
it does. There are lots of unions in Hollywood and these contracts do come up every
three years in general, and that’s what this group does.
The head of the group is a lawyer, who’s been with the organization since its
founding in 1982, and his sole job is to negotiate agreements.
So it’s very troubling as an outsider to see exactly what Patric described, which is
that the function of this group, the AMPTP in this strike, really was to say no.
For once, I think Patric was a little soft on the group, which is that their July proposals
really seemed calculated to drive the writers out on strike, frankly. They would have
taken residuals, which are the payments that writers get when their material is
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9. Time Speaker Transcript
reused.
For example, if a movie gets released on DVD, or on television, a television show
gets released on DVD, or now, with the new contract, when these things get released
on the Internet, the writers get payments. And those payments for writers and actors
in particular, and to a lesser extent for directors, are the way people live during their
lean years.
This is a very up and down business, as people probably know.
So to propose turning the system of residuals into something akin to net profits,
which again, as Patric said essentially means next to nothing in Hollywood, was more
than an invitation to strike. It was exactly what a union needs to rally its members
towards a strike.
Add to that a lot of other rollbacks and even a provision that would have taken away
writers’ credits in advertising.
So the studios could have had the right to advertise a movie and give the director’s
name in the print and leave the writer’s name out and that’s nothing but a slap in the
face with a wet fish.
So there is something very dysfunctional in the way the AMPTP has either been set
up or has been used. Because the head of that organization takes his marching
orders from the same executives, who ultimately, Patric found to be useful and
constructive bargaining partners.
So one of the questions is why weren’t they constructive from the beginning?
I do think the strike, at this point, having imposed the cost it did on writers, crew
members, actors, directors, and the LA economy as a whole, really raises the
question of how can this AMPTP group continue to be or come once again, perhaps,
to be a useful and functional group.
To put it in context, the actors’ negotiations are coming up. Now if you’re the head of
the Screen Actors Guild and you get a call, and they say we’re sending over Nick
Counter, the head of the AMPTP, versus you get a call, and they say, we’re sending
over Bob Iger, head of Disney. W
hich meeting would you rather have, given the fact that the meetings with Iger, and
Chernin, and others—the Hollywood executives—that made the writers deal and
before that the directors deal happen?
So there’s a structural question that this all raises.
20:23 Tom Floyd It sounds like, from everything that you’re saying, that the strike, A, absolutely was
necessary, and that, B, it was almost set up in such a way, whether it was intentional
or not, where the executives were realizing yeah, we’re pretty much taking away
people’s paychecks to a degree in some cases, especially when times are lean, so it
should not have been a huge surprise to them that the strike occurred.
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20:48 Patric Verrone Tom, this is Patric again.
I just want to interject, so that I don’t sound like I’m being too nice to the AMPTP, as
Jon just pointed out.
I want to go further and give them some real credit for 25 years of doing what they
did successfully.
What you had between, I would say, the early 1980s when both the Writers Guild and
the Screen Actors Guild struck successfully in 1980 and ’81.
And now, there really wasn’t a successful leadership-imposed strike amongst the
talent community in Hollywood that actually achieves anything remarkable.
We struck in 1985 and in 1988, and both times, I think, we lived to fight another day,
but we didn’t really make the kinds of advances that we would’ve liked to on the
issues of the day.
And it was because the AMPTP had been set up as an entity where seven—at the
time it was twenty—now it’s down to about seven, diversified, multinational
conglomerates can get together without violating the antitrust laws and bargain
against each of the unions, individually.
There’s a concept in labor law called pattern bargaining, which in other industries,
like the automotive industries, you get the craft unions together and they pick off one
company—Ford or General Motors—and bargain with them, make the deal, and then
apply it to the next company.
In this industry, in Hollywood, the opposite happens where the companies—these
fierce competitors,—get together, they bargain together, and they pick off one union
at a time.
So their behavior remained consistent, as it had been successful for a full generation
where they had not had either a strike or they hadn’t had to give up anything.
But the union’s attitude suddenly changed this time around.
22:52 Tom Floyd So it really was different in many ways from what it sounds like.
I hate to cut you off. I’m hearing the music, so we’re going to a break. Let’s go
ahead and go on pause.
Stay tuned everyone. More from Insight on Coaching when we return.
25:30 Tom Floyd Welcome back to Insight on Coaching. I’m Tom Floyd.
Today the topic is coaching leadership and workforces during a strike.
With me are David Brownstein, the founder and coach of Hollywood Coaching.
Jonathan Handel, entertainment attorney, Troy Gould, Patric Verrone, President of
the Writers Guild of America West, and Sherri Ziff Lester, founder and coach of Rock
Your Life Coaching.
Well, in this segment of the show, I’d like to focus on the impact of the writers’ strike,
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as well as the aftermath now that it’s over.
Some more data to quickly set the stage.
According to the November 5th, 2007 issue of Forbes, the magazine
predicted that the: “A strike will have two major effects. The first will be an
almost immediate and potentially long-term economic hit to Los Angeles,
California in general and the industry as a whole. The second will be the
potential loss of a percentage of the viewing audience, for both the motion
picture and television industries.
The key factor in determining a strike's impact is how long it will last. In
1988, the last big writer's strike took 22 weeks. In 2001, with another
writer's strike looming, Los Angeles Mayor Richard Riordan
commissioned a Milken Institute study that looked at potential job loss
under several different scenarios. In the worst case, a five-month strike
could have cost the city $6.9 billion in lost income and 54,600 lost jobs.
That strike was averted.
According to the January 11th, 2008 issue of Workforce Management:
“The shutdown left thousands of New York’s 78,000 production workers
unemployed and many of the 4,000 film-related businesses, like prop houses
and caterers, struggling to stay afloat amid their worst crisis in more than a
decade.
The city hasn’t released estimates on the losses resulting from this
strike. But when a similar strike loomed in 2001, the Mayor’s Office of
Film, Theatre & Broadcasting estimated that the city would lose a
minimum of $625 million every quarter in total direct expenditures for
productions requiring permits.
A study by the Boston Consulting Group provided a more extensive
estimate of more than $1.2 billion a quarter. That included studio
production, as well as pre- and postproduction work.
Finally, according to the February 29th, 2008 issue of Variety: The writers
strike may be over, but Hollywood is still in gridlock mode.
Patric, I’d like to start with you again, first, to address the predictions that Forbes
made, what, in your opinion, was the impact of the strike on the LA economy?
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12. Time Speaker Transcript
28:07 Patric Verrone Well obviously, the way Hollywood operates, typically, when there is a strike looming
or a negotiation looming, is you ramp up production, so that you can stockpile
material.
Then when the strike takes place, obviously, production grinds to a halt or slows
down dramatically.
But then once it’s over, you begin to ramp up again, as quickly as possible.
So what we’re seeing right now is a lot of people going back to work.
It’s a flexible production schedule, where 300 films will end up being made in this
year, some of them will have been rushed into production.
The amount of TV that will have been produced will probably be lower than it
otherwise would, because there were two months of non-production.
But the reruns that you would have otherwise gotten in April, occurred in January,
and so the gas fills the amount of space that it’s given. W
hat’s operating here—and this is obviously an important part of this whole
discussion—is that the Screen Actors Guild negotiation is looming.
With their contract set to expire June 30th, if you want to green light a movie that has
a 90-to-100-day production schedule to it, you have to get that movie started now.
Otherwise, you have a chance that they’ll go on strike at the end of June, and you’ll
lose the actors at the end of the production of a movie.
And that becomes not only cost prohibitive, but you physically can’t do the movie, so
there’s a real concern now. That, I think, is the implication of the gridlock.
I think if that can be solved, if the companies can bargain reasonably with the Screen
Actors Guild and that problem goes away, I think this industry gets back on its feet in
a relatively healthy mode because the good news is that this is a globally growing
business.
The new media opportunities that are out there, the things that we were fighting for
that we’ve now achieved, for writers at least, will increase the amount of production
that’s going to be called for from TV shows, like Heros that are doing additional Web
content, from programming that’s going to go directly to the Internet that writers—I
think one of the legacies of this strike is going to be is that writers are going to find
their way into direct distribution of their own material the way we did during the strike
on You Tube, and Untied Hollywood, and other media.
30:48 Tom Floyd So in terms of the gridlock, it seems like when Variety references that, that the main
thing that’s contributing really are the looming negotiation—what needs to be done—
with actors as well.
31:00 Patric Verrone I call it pending rather than looming, even though I did say it was looming.
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31:04 Tom Floyd Yes, looming does sound a little bit more ominous.
Jon, anything that you would add?
31:11 Jonathan I’m sorry. Were you asking me?
Handel
31:12 Tom Floyd Yes, Jonathan.
31:12 Jonathan I’m sorry. Thanks. Yeah, one of the things about those negotiations that makes it
Handel difficult and reflects back ultimately to a question for Patric, as well, is SAG has said
that they’re not going to begin contract talks until April at the earliest. They’ve
reiterated that last week.
Another actors’ union called AFTRA, which bargains jointly with SAG is not happy
about that. They want to talk earlier.
And really there’s a divide between the SAG leadership in Hollywood versus SAG in
New York, SAG elsewhere, and AFTRA, and all of the later want earlier negotiations.
Whereas, the national leadership, based in Hollywood, feels that they get more
leverage by waiting ‘til the last minute or closer to the last minute, which creates
essentially what people call a de facto strike, which is that if you get that close to the
contract expiration and the potential for a strike, no one wants to green light a movie,
as Patric says, whose production dates might fall past the day that you would lose
your actors.
So even in the absence of an actual strike happening down the line, people end up
on this strike footing.
One of the questions that people raise for the writers as well, and this is the flip side
of what I said earlier, is didn’t you guys always intend to strike?
A more assertive—some people say aggressive, some people say militant—group of
leadership in both the writers’ and actors’ unions, Patric among them, were elected
around 2005.
And since then, it has been a different guild, for example, than the Writers Guild was
in the mid-nineties when I was there.
And you’ve got to fault the studios, in part, for not seeing this—you open the trades
everyday, and it says “here’s this new group that’s been elected, but we’re going to
make the same old tired proposals to them anyway and not expect them to go on
strike.”
But my question, Patric back at you is, from the day you were elected, or certainly
from sometimes in 2006, didn’t you have an increasing thought that you probably
were going to have to go on strike?
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33:33 Patric Verrone Well, up until the day that we took the strike authorization vote, we continued to be
preparing for it, up to and beyond it, because it was clear to us that the studios were
not opening the papers, as you say, and saw who was elected, myself and Alan
Rosenberg at the Screen Actors Guild.
They weren’t being responsive to what was an emboldened and a resolute group of
writers, and actors, and others who were willing and preparing to strike. It’s the old
adage of in order to maintain peace, you have to prepare for war.
Unfortunately, they opted to not have the peace. They let us go on strike.
I think there was, and I think there continues to be, with the Screen Actors Guild a
sense that they won’t do it. We’ll solve the problem. We’ll bargain. They won’t go
on strike.
And then with us, for example, when we did, it turned into, well, they won’t last or
we’ll be able to peel off the screenwriters from the TV writers, or in the case of the
actors, split off SAG and AFTRA.
34:43 Tom Floyd I hate to cut you off and interrupt again. I’m hearing the music for our next
commercial break.
I hate doing that, but stay tuned everyone. More from Insight on Coaching when we
return.
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37:12 Tom Floyd Welcome back to Insight on Coaching. I’m Tom Floyd.
Today the topic is Coaching Leadership and Workforces During a Strike.
With me are David Brownstein, Jonathan Handel, Patric Verrone, and Sherri Ziff
Lester.
Well, in our last segment of today’s show, I’d like to focus on, one, the importance of
coaching in Hollywood, and then in terms of a lot of the great information that we just
shared about the Writers Guild strike, the importance of coaching during a strike,
particularly coaching both sides during a strike, in terms of leadership, in terms of the
individuals involved, all of that good stuff.
Some more data, just to quickly set the stage.
According on one of our guests, David Brownstein, when interviewed by
Fortune Small Business: “The strike has required businesses to come up
with new survival strategies and creative solutions to the cash crunch.”
With their production projects on hold, many clients took the time off to
brainstorm about new financing options and think about their career
trajectories.
Others were forced to look at where there may be new business
opportunities.
During the strike itself, David also was quoted in his blog as saying: “The
WGA's choice to strike, and the AMPTP's choice not to negotiate have
combined to create an atmosphere of fear, uncertainty and stasis few of us
have experienced in our professional lives. And yet the uncertainty was here
all along. The shutdown of production, development and awards shows has
simply unmasked the great uncertainties that have always been upon us.
ON WHY HOLLYWOOD NEEDS COACHING AND NOT THERAPY: “The
role of therapy is decreasing depression, the role of coaching is increasing
well being.”
Well David, you certainly raised some outstanding perspective and points of view.
I definitely want to start with the big picture question that you posed in your blog, and
that is, from your perspective, in general, why does Hollywood need coaching?
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39:07 David Well, I’ve been listening to and watching the strike from a leadership perspective,
Brownstein both in how is the Guild handling development of its leaders and how are the studios
doing that?
I think in a way, Hollywood has a tendency to outsource conflict, and so, we have
agents, and managers, and business affairs people that do the difficult stuff. Its
interesting, as Patric was explaining, the months leading up to the strike, what I
heard and saw, also, was the writers were negotiating like adults and the studios
were negotiating like children.
So the studios seemed to be hiding behind a representative, basically, how would
basically say no, no, no.
So the leadership stuff that I saw that was great that worked is that the Guild stayed
together until the studios came to the table, so somehow that really worked.
It’s interesting that from what I saw, as Patric said earlier and what I experienced just
from reading the press, was that finally Iger and Chernin said okay, now we can talk
about this.
And then once the real people were at the table, something got resolved.
So I think Hollywood tends to be—writers are, maybe, often conflict adverse.
Hollywood’s dysfunctional in many ways and it has also incredible areas where
communication really works.
So what I do in my coaching practice these days is really focus on the leadership
areas.
Where can writers who may not be used to running a team, suddenly learn how to be
a better leader and a better manager running a writers’ room?
How can executives who have just learned from their dysfunctional boss, how can
they be better leaders?
How can even the studio heads be better leaders?
41:08 Tom Floyd So really there are multiple groups—it sounds like—that can benefit from coaching,
from your perspective, from the executives and studio heads that we mentioned
earlier in the show to writers themselves.
Sherri, the exact same question for you, in terms of the coaching work that you do,
from your perspective, why does Hollywood need coaching?
41:27 Sherri Ziff First, I want to acknowledge Patric. You handled this with such a fierce and classy
Lester by of being. And to say, this is such a firestorm, personally, I’m really proud of you,
and I want to thank you as a writer and on behalf of many, many writers in the Guild.
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41:42 Patric Verrone You’re welcome. Thank you.
41:43 Sherri Ziff What I think applies most here that could apply to people in all industries is the idea
Lester of not defining yourself by your job.
Most of my creative—the actors, the recording artists—these people are more used
to the ebb and flow of employment.
But what I saw was the people who define themselves by their job, who are used to
having consistent jobs that are not threatened by the ebb and flow—the executives,
the agents, the managers, the people who are running the studios, running the
networks, whether they’ve vice presidents, managers, and all those kinds of people.
I think what happens is that people start to define themselves by their job.
And this was an opportunity to stand back, and with a coach say who am I?
I’m not my job. And who am I?
And what I saw and the way I coached, was a lot about taking the time to explore
what’s important to me.
How do I want to move my life forward separate from employment, separate from my
job?
Staying out of the fear cycle. Fear breeds fear.
When people could step back and say there’s going to be end to this. I’m going to
get through this.
And what do I want my life to be about now?
How can I connect with my family, with my friends, with my creativity?
How can I create something new?
That’s where personal power showed up. That’s where people started to feel strong
and excited about their life during the time of the strike, even though, obviously, they
wished it hadn’t been going on.
43:12 Tom Floyd Would you say from your experience, if we talk about some of the Hollywood
executives, that they’re experiencing some of the same issues that if you’re John
Chambers at Cisco Systems or another executive in a high-tech company, in a
banking company, in a pharmaceutical company, what have you, is some of the
coaching that you’re doing really focusing on some of those same issues?
43:34 Sherri Ziff Definitely. Absolutely.
Lester
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43:34 Tom Floyd So its goal setting. Its self realization. Its how to be a good leader. Those same
types of areas?
43:40 Sherri Ziff During the strike—what I thought happened—it wasn’t so much about being a good
Lester leader, it was about whom do I want to be as a person?
Because now you take the job off the table for an indefinite period of time, you have
the opportunity to say who am I separate from my job?
And what I think is, when people take the time to do that—and we work that as life
coaches with our clients—that they come back to the job more solid, stronger, and
ready to bring their entire selves to their work.
44:13 Tom Floyd So in terms of separating themselves from that, are you saying that in the coaching
work during a strike—in this case—it’s really about knowing who you are and making
sure, as a leader, regardless of what side that you’re on, that you’re staying true to
who you are during it?
44:29 Sherri Ziff Absolutely, and growing who you are, bringing forth the different qualities that don’t
Lester always come out in the job and getting to know those parts of yourself, and then
being able to bring them to the job in the future.
44:41 Tom Floyd Got it. David, in some of the coaching work that you’ve done during strikes or that
may have been during this particular strike, what were some of your goals from a
coaching perspective that you would have for some of the clients that you’re working
with?
44:56 David Well, if I could just go back to your question about Cisco and other companies.
Brownstein
45:00 Tom Floyd Sure.
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45:00 David One of the things that distinguishes Hollywood from other industries is that Hollywood
Brownstein really hasn’t gotten hip to the idea of developing people in the long run.
I think that the larger companies—technology companies, manufacturing—they
realized that they’re going to need to develop their bench, so to speak, their
leadership bench. They’re going to have develop managers into vice presidents and
vice presidents into presidents.
Hollywood has not really done a lot of that.
Some of them give lip service to that, but I think because the industry has been a
world of freelancers, there tends to be this underlying fear.
I agree with Sherri, it is really important to develop who you’re going to be and who
you’re going to be outside of your job.
But when we’re getting in that cycle, the fear came to the surface, was what I
experienced with a lot of my clients and what I heard from a lot of my clients. Day
one of the strike, I was talking to a client of mine, who’s a producer at a studio. He
said they walked in and told us this morning that if the strike goes on ‘til February 1st,
we’re out of a job.
So right away, it created fear.
Other clients of mine said I don’t know. We better stop. Who knows how long the
strike will go? So many of them stepped into, oh my gosh, we got to stop.
But the people who survived the strike well really worked on other projects, started
taking trips up to Silicon Valley looking into venture capital money, started to expand
their horizons, and started to expedite the new media models, in a sense, or really
looking into opportunities.
So once they got out of paralysis, they started saying oh well, maybe TV is changing,
maybe - - are changing.
46:39 Tom Floyd As a coach, when you’re hearing some of that fear, because that was exactly one of
the questions that I had from a coaching perspective, how do you help keep a client
motivated to hold out during a strike when they might have a lot of fears, particularly
if their paychecks are impacted? That’s going to cause a lot.
So what are some of the things does coaching help remind them of or guide them
towards to make sure that they really are doing what they feel is best for them, and
best for what they believe in versus giving into that fear, and crossing the line and
taking work, and things like that?
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47:16 Sherri Ziff Well, for me, one thing that came a lot, is when you identify the places in your life
Lester where you feel powerful, it’s easier to put the fear on hold or to keep it at bay.
And when you make a decision every day to actively be involved in those creative
ventures, into things that make you feel really excited about life, you have a greater
perspective than staying in the place of fear, fear, fear.
But you’ve got to step out of it.
You’ve got to look to the place in your life where you feel excited, where you feel
solid, and build from that.
47:47 Tom Floyd So its focusing on those areas where you are strong, those areas that make you feel
good about yourself.
47:52 Sherri Ziff Yeah.
Lester
47:53 Tom Floyd And using those to counteract some of that fear that comes up.
47:55 Sherri Ziff Yes, and for me, what I saw a lot, it was really necessary to focus on those things
Lester that were not typically job related, the things that stay with you whether you’re
working or not.
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48:07 Tom Floyd David, your point around Hollywood’s, being behind, in terms of recognizing the
development needs of employees, and leaders, and things like that, I thought that
was really interesting.
One of the things that I’ve seen time and time again on this show is that there are
many inaccurate perceptions about coaching.
And also, one of the main reasons I’m doing this show and why I’m an advocate of
coaching, personally, is that a lot of people don’t necessarily “get it.”
They don’t get what it is. They don’t get how coaching can help.
In many cases, it’s a constant desire to correct the misperception that coaching is a
fix-it solution, meaning if you found a coach, there must be something wrong with
you, and they were having performance problems with you, you could managed out
the door, all of that.
And a lot of people in the field really work hard to overcome that, and say “no,
coaching is not a fix-it solution.”
Is that one of the reasons that you would theorize in Hollywood why there could be
this resistance or fear, like “oh, I don’t need a coach? That’s therapy. It’s fixing me.
I’m fine, I’m fine.”
Are those some of the things that are coming up?
49:09 David I think that the boomer generation, of which I am one of, has a legacy of therapy
Brownstein means you’ve got a problem.
So I’m finding the younger executives, the younger filmmakers, and creatives are
starting to say well, “maybe I could use some help, maybe there are some ways that I
could learn stuff. I didn’t get much mentoring, maybe coaching can be great.”
Its funny, I talk to a lot of executive coaches about my practice and they all say “well,
I’d never take jobs where I have to go in and someone’s got a problem.”
I say well, I do. I get called into a lot of great situations where there’s a big mess,
and I really get to help somebody out.
And it transforms the department. It transforms that person. I’ve worked with people
that were thrown off of their own show, and he went through a huge transformation.
He got his deal re-upped and he went from thinking, “I’ll never work again” to “oh,
gee, they re-upped my contract.”
50:02 Tom Floyd So it’s by really experiencing some success stories and making people more aware
of that, it seems like that could be some of the things that help overcome some of
those hurdles?
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50:10 David Yeah, I think so. Whatever it takes to get us in there, is totally fine by me.
Brownstein
And they say “gee, this really works, maybe we should try this coach for that and
maybe coaching would work.”
I think, also, in the studios, the HR people and the organizational development
people know about coaching know about coaching and believe in coaching.
They’re not getting the call from the upper ups in the studio saying we’ve got a
problem, let’s develop our leaders here.
One of the reasons I developed this program called War and Peace in the Writer’s
Room was because I kept hearing about studios having challenges with first-time
show runners.
Where someone wrote a great script, wrote a great pilot, suddenly they’re a show
runner. They have a co-share runner on their program and they’re not getting along
with him.
And they’re suddenly going from a one-on-one writer to running a team—to running a
huge organization.
I kept hearing over and over that there were first-time show runners that were
crumbling under these situations and I developed this with one of the studios I was
working with.
So the idea is to help people develop those leadership skills.
Not necessarily the technical things, certainly not the writing things, but really how to
be a better leader, how to run a team of writers, how to interface with producers, and
interface with the networks and the studio executives, of which there are so many
now.
51:23 Tom Floyd Got it. Fantastic. One last question, I’ve got about 30 seconds left, it’s a big picture
question I’d like to pose to you, Patric.
From your perspective—again, 30 seconds or less—will the studios still be around in
10 to 15 years?
Or do you see the entertainment world being ruled a little bit more by Silicon Valley?
51:45 Patric Verrone Oh, I think they will be.
These are entities that survived.
If we look back about 150 years ago, as to whom the big media entities were and it
was Western Union, actually.
So maybe 150 years is a long time in the life of media, but I think in ten years, their
ability to compete in new media will allow them to succeed.
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52:12 Tom Floyd Got it. Well, a huge thank you to the four of you for joining us today.
As always, a huge thank you for our listeners as well.
For more information about the show, of course, you can look us up on the Voice of
America business channel.
You can visit our website, www.ieconsulting.biz, and you can download the
podcast version of our show in Apple iTunes.
Thanks, everyone. We’ll see you next week.
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