About Gloria Dunn-ViolinBlinkCorteMaderacolor20160729180158140888443full

I help organizations evaluate how to design and deliver programs to mitigate the potential impact of baby boomers retiring and leaving jobs that require their knowledge and seasoned skills. Together we develop strategies that support retaining the expertise and the value seasoned employees provide.

My expertise in organizational development and behavior, retirement life, generational issues, and culture change provides an integrated approach to companies that want to stay in their game and reach bottom line goals.

I also help pre- and post-retirees understand the huge transition to retirement, and I show them how to adapt to this new phase in their lives (this could include working full or part-time). By working with organizations and their employees, my approach to relevant issues will keep companies in business and successful in the marketplace.

With a total of 35 years working for a variety of companies, I have garnered a unique perspective and in-depth operational understanding of workplace issues. As a powerful listener, I hear beyond the words and get to the core of issues and thereby recommend solutions that fit. I’ve been my clients’ consultant, coach, facilitator, trainer and behind the scenes support.

Benefits:
• Talent Management: Attract, retain and motivate staff.
• Leadership: Management expertise in delivering proven practices.
• Teamwork: Build collaborative and synergistic teams.
• Innovation: Good workplace culture fuels innovation.
• Productivity: Delivers bottom line profitability.
• Multigenerational: Eliminates barriers encouraging involvement.
• Reputation: A great place to work.

As a professional speaker, thought leader, and consultant, I’ve delivered results. My books, articles for newspapers and magazines, and hosting a Cable TV talk show with business leaders have all provided in-depth and useful information. My newest book, Revivement: Having a Life After Making a Living shows potential and present retirees how to transition to and enjoy latter life. My first book, Wiser Ways to Work: From Making a Living to Having a Life, guides employees on work choices and actions.

 

A Workplace Win
A management team we worked with turned around from dysfunctional to less territorial and more supportive.

The problem:

A management team, at a medical instrument company with 185 people, rose to their positions because of their longevity with the company. Most of them had never managed people before, nor had they needed to cooperate with other managers to develop a high morale or productive staff. As is often the case, people rise to higher positions because they are good at their technical, creative, clinical or other work skills. Yet, managing others requires its own set of skills.

What we did:

After initial interviews with each manager to learn their issues and needs, we held interactive workshops and quarterly retreats to help them acquire skills, develop a management team, and build good work relationships with each other and with their employees.

What is working today:

The managers are using good management skills, and enjoying the results of their efforts. Productivity has risen, which favorably impacts profits. They are also developing a solid management team, offering the entire employee base the stability and modeling that are inherent in their roles.

A Workplace Win
A CEO who used to alienate his people from each other now brings them together.

The problem:

Not everyone is a born leader. But, with training, willingness and practice, leadership can emerge. One CEO and management team of a technology company of 500 workers were using inappropriate behaviors as leaders of their organization. The managers would bring their disagreements to the CEO, and he would attempt to facilitate a resolution (this is not the job of a CEO). Then he would be accused of favoritism, and other ineffective behaviors. Also, the managers would disagree in front of their employees. The employees lost respect for their managers from this unprofessional behavior.

What we did:

We coached the CEO on appropriate behaviors for someone in his position. We started with a Personal Style Profile so he could see which of his natural behaviors were getting him in trouble with his role. He had several “aha’s,” and determined that he would change his behaviors. This immediately changed his interactions with the managers.

What is working today:

The managers no longer expect the CEO to solve their problems and disagreements. They’ve learned how to handle them with each other. With the programs we provide, they are also learning how to provide that same leadership for their employees. The managers have all agreed that their CEO has made a 180 degree turnaround.

A Workplace Win
Employees at a client’s company have changed from disgruntled and overly stressed to satisfied and productive.

The problem:

When we met them one-on-one during the interview phase of our intervention, the employees of a 75 employee Call Center complained loud and clear about the management, their work, and each other. They had experienced the loss of a favored manager, and had had no replacement for a year. Unfortunately, over that time period many difficulties arose without being managed. There was a lot of backbiting, gossip and other destructive behaviors.

What we did:

We gave a series of workshops to provide the employees with awareness, skills, and a new culture in which they could work in peace. They learned to communicate, handle conflict, accept differences, and develop an environment that honored and respected the individual.

What is working today:

The gossiping has stopped. If people are upset with each other, they know how to discuss their issues professionally. The morale has increased, providing all with a better work environment. Employees are working better together. Customers have noticed the difference, because the employees treat them better too.

A Workplace Win
Several of a client company’s departments went from blaming each other to collaborating on solutions.

The problem:

“It’s their fault,” we were told as we interviewed employees from three different departments of a health plan adminstrator. This divisiveness caused poor work relationships and business interactions, and translated into poor customer service.

What we did:

After interviewing a cross section of employees from each department, we learned that they shared a common problem, but they didn’t know it. So, we brought the three departments together. We facilitated several two-hour meetings in which they learned of each other’s frustrations, and worked together to develop and implement solutions.

What is working today:

They no longer blame each other. They are communicating across departmental lines, and instituting and monitoring their solutions.

 

“I didn’t realize until I took your course that there is so much to learn about managing people. After talking to my national managers, I realized that they had gotten so much out of the training, and even more so myself having taken it a second time. The growth of Multivision is partially due to your ideas and suggestions, for you have helped us to understand that although we are in different cities across the country, we are all on the same team.”

Babak Farahi President , Multivision Media Monitoring

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