Featured
Jean Ann Larson has more than 25 years of experience as a senior executive and consultant in leadership, performance improvement and organization development. She is the author of the award-winning book, “Organizational and Process Reengineering Approaches for Health Care Transformation”. She currently serves as the chief leadership development officer and senior associate dean for leadership development at the University of Alabama Health System and School of Medicine. She holds an undergraduate degree in engineering, an MBA in international business and a doctorate from Pepperdine University in Organizational Change and Leadership.
Matthew J. Painter
Matthew J. Painter has more than 20 years of experience in leadership and organization development. He received a Workforce Magazine Game Changer Award and consistently presents at national conferences, publishes articles, and conducts webinars, workshops and podcasts related to organizational health. He has an undergraduate degree in Business and Health Care Management, a master’s degree in Strategic Leadership, and a Ph.D. in Business Administration: Organizational Psychology.
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Case study: Designing HIPO programs that work
The University of Alabama Birmingham, UAB, created a High Potential program, called the “Institute for Leadership.” Since the executive team has ongoing access to the leadership development office, the aim of the program is to promote leadership skills of upper-middle management.
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Keeping Talent Development Current: A Moving Target
If we are not keeping our L&D content and strategies up-to-date, we are depreciating ourselves and our companies.
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Learning From Your Mistakes
With the right organizational philosophy, errors can become a competitive advantage.
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