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Leah Green

January 2010 - The Public Manager

Government-Wide Collaboration Boosts National Trade

Angela Patchell, MSN, APRN, AGCNS-BC, RN-BC, CPAN, is the nursing professional development manager of systemwide nursing and unlicensed assistive personnel (UAP) orientation for Christiana Care Health System. Angela joined Christiana Care Health Systems in 2005 and served in various roles in the health system prior to her current role.Angela received her associate of science in nursing from Cecil College, bachelor of science degree in exercise science from Towson University, and her master of science in nursing from Wesley College. She is an advanced practice nurse holding board certification as an adult-gerontology clinical nurse specialist and is certified in both nursing professional development and peri anesthesia nursing. In addition, Angela has earned bronze-level certification in Kirkpatrick Methodology and is currently pursuing her certification through Juran for Lean Six Sigma Green Belt.In her current role, she is accountable for ensuring a successful onboarding program for new nurses and UAPs as well as promoting evidence-based practices, including incorporating Lean Six Sigma methodologies. Angela has experience in leading and developing interprofessional education for novice healthcare providers.Angela’s nursing career has been dedicated to creating high-quality, reliable systems of care and producing professional development programs for the next generation of nurses and healthcare professionals to lead in these ever-changing times.

Angela Patchell

The COVID-19 pandemic has sparked crisis agility—rapid organizational change on a scale never seen before in times of peace. Many organizations experienced the sudden shift to remote work and the ad hoc re-engineering of business processes. But now we need to ask ourselves these essential questions:

How can organizations get better at seeing around corners and having the foresight to anticipate major issues before they arise?
How do we engineer foresight as a practice?

Ferrazzi Greenlight’s Go Forward to Work initiative, in partnership with Harvard Business School, crowdsourced best practices about the future of work from more than 2,000 executives during the pandemic. Evidence of a framework for developing disciplined foresight emerged. This webinar will be led by Keith Ferrazzi and will outline the results of that research, which will be featured in his forthcoming book Competing in the New World of Work.

During this webinar, you will learn:

Why some companies were able to detect early warning signs of the pandemic more than others
How to create a foresight taskforce
Five factors to guide your taskforce’s thinking
How to create a “risk radar” to monitor and evaluate risks


Lead With Foresight in the New Hybrid Work World

Greenheck is a leading manufacturer of air-movement and control equipment, providing ventilation products to customers around the world. The company has grown significantly since its founding in 1947—with more than 3,200 employees currently, Greenheck’s workforce is expected to double by 2025. Seeing a need to fill the company’s leadership bench with emerging talent, Greenheck’s talent management team, along with Floyd Carlson, director of talent management and acquisition, established the LEAD program in 2015.The LEAD program was unique for its combination of mentoring and rotational training. According to ATD’s 2016 State of the Industry report, just 16.8 percent of organizations use rotational training programs. The LEAD program would select three high-potential recent college graduates per year and assign each one a mentor from within the organization, who would guide and support the graduate while they went on four six-month rotations in different departments of the company. The graduate’s program experience would give them exposure to several departments and executives and put them on the fast track for leadership positions, securing future leaders for Greenheck.

Greenheck: Developing High-Potential Graduates With Mentoring and Rotational Training

Will Leahy is vice president of people development and business partners at Greenhouse, a talent acquisition software company. He has previously led learning, employee engagement, leadership development, talent management, and change initiatives at GoDaddy, Virgin Orbit, and Hulu. You can reach him via LinkedIn.

William Leahy

Catherine J. Rezak, with partner Ray Green, founded Paradigm Learning in 1994. She has been the lead architect for the design and development of innovative employee learning programs and has championed new ways of impacting client business results and engaging in successful client partnerships. Cathy has accepted numerous awards on behalf of Paradigm Learning, including the prestigious 2007 Thought Leadership Award from ISA.  Cathy has more than 30 years' experience in human resource consulting and training, having worked with Fortune 500 clients in areas such as employee selection, leader assessment, management training, employee development, project management, customer service, financial literacy, team effectiveness, and change management.

Cathy Rezak

Rebecca Ruding, leadership development specialist, served as project co-lead in designing, developing, and implementing Lee Health’s succession planning and leadership development models. A member of national and Southwest Florida ATD chapter (SWFL), she is currently pursuing her CPLP. Rebecca has 10 years of experience in human resources and leadership development in both retail and healthcare settings. She earned a master’s degree of organization development from Bowling Green State University.

Rebecca Ruding

With three decades of consulting, speaking, and in-the-trenches global Fortune 500 executive-level experience, Jill’s view is radically different. She shares with listeners that although HR “owns” culture change, they do not own culture change. Employees will not re-engage unless senior leaders and managers fundamentally change the way they lead the company and their teams. Jill is founder and president of Jill Christensen International, and has served as the head of global internal communications at both Avaya and Western Union. She is a bestselling author and international keynote speaker, holds a Six Sigma Green Belt, and was recently named a Top 100 Global Employee Engagement Influencer for 2017. She works with the best and brightest leaders around the world to re-engage employees, improving productivity, retention, customer satisfaction, and revenue growth. Her clients include AT&T, Nokia, ARROW, Crocs, Novartis, TIAA, ACT, and numerous U.S. cities and nonprofit organizations.

Jill Christensen

Today, encountering diverse languages and cultures in the workplace is common, if not the norm. Effective workplace communication is crucial. However, cultural misunderstandings and language barriers can hinder connections, impacting productivity and inclusivity. To truly foster an inclusive workplace, organizations should embrace diversity, equity, and inclusion (DEI) practices by providing cultural competency and inclusion practices and comprehensive language support. These initiatives not only enhance communication across diverse teams but also create an environment where every employee feels genuinely valued and included, driving both personal and organizational growth. Progressive organizations that adopt innovative approaches to overcome cultural barriers and promote meaningful communication typically experience increased productivity and are able to foster a more culturally inclusive and supportive work environment. Research shows that bridging communication gaps has numerous benefits for everyone.A Forbes study found that a diverse and inclusive workplace is a significant driver of innovation and growth. Sharon Melamed, director at Matchboard, is fluent in five languages, has worked in five countries, and is an accredited translator in Japanese and German. Having experienced firsthand the significance of overcoming language barriers in the workplace, she strongly advocates for implementing practices that ensure inclusivity and amplify all voices within an organization.Research from McKinsey, shows that inclusive companies are 1.7 times more likely to be innovation leaders in their market. Multicultural organizations are also 35 percent more likely to perform better financially than the industry average. And a Forrester study discovered that sales teams with strong DEI practices have a 54 percent lead-to-opportunity conversion rate, compared to 26 percent for those with lagging or no DEI initiatives. How do you navigate intercultural environments? Here are some best practices for overcoming cultural and language barriers to help transform your workplace: 1. Share your personal story and workstyle and show interest in others to build trust and strong relationships. Communicate your cultural values at work, you may find some important behavioral similarities and differences to explore. 2. Use the right words: When speaking, keep it simple, understandable, and to the point. Avoid jargon, slang, and words with double meanings. 3. Learn some keywords in your colleagues’ native language: Learn some basic greetings, words of encouragement, and gratitude in their language. 4. Translating documents: Translating key documents into employees’ native languages helps everyone better understand complex tasks and instructions. Translating key documents into the top three to five languages may be beneficial for large businesses with international offices. So, what are you waiting for? Start introducing inclusive behaviors to your teams today. Language, culture, and inclusion training can elevate your company's performance to the fullest. Ready to improve your workplace with cultural best practices? Click here.

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