ATD Footer Logo

Vince Martinez is a senior consultant for Partners In Leadership, the premier provider of accountability and culture change services worldwide. He has more than 25 years of experience in training and business transformation for globally and geographically diverse Fortune 1000 organizations. He was responsible for developing and launching an industry-first customer care program, which accounted for the retention of more than $88 million of at-risk revenue during the first year. This program included a mentoring and career development track, which was developed and launched two months ahead of schedule and resulted in a 27 percent increase in employee retention.

Vince Martinez

To survive, you need to manage change. To thrive, you need to master it. Essential to this mastery is understanding potential obstacles and knowing how to overcome them. So, what are the biggest obstacles that could be standing in your way?
1. Most people don’t want to change: They simply don’t like it. Their beliefs, based on what’s worked before, are their well-worn touchstones.
2. Others might not oppose the change, but they do nothing to advance it: They don’t understand the opportunity that change presents, don’t internalize it, or give up early when facing obstacles, rather than continue to problem-solve.
3. There’s no clarity around objectives: Even when people understand the need for change and have taken ownership of it, unclear objectives doom the change initiative from the start.
Join Accountability and Culture Change expert Vince Martinez in this live, interactive forum to explore these three greatest impediments to change. He will show how you can apply foundational principles of change—supported by two powerful, practical models used worldwide—to accelerate change and elevate personal accountability for organizational results.

DEMO: Accelerating Change by Overcoming its 3 Greatest Obstacles

How to create a blueprint for exchanging feedback that is built around the achievement of topline results, a mutual commitment to growth, and employee empowerment.

The Most Effective Framework for Practicing Feedback

Vice president of Interaction Research Institute (IRI) since 1975, Barb Affourtit is the designer of the STATMAN: Statistical Management software and the marine advisor rapport assessment program.A specialist in performance improvement, she assists organizations in developing performance measures that align with strategic objectives and conducts customized on-location training and facilitation in survey development/analyses, customer service excellence, and intercultural adaptation.Barb develops the sampling, administration, validation, and analytical methodologies for all the surveys conducted by IRI, including onboarding and exit surveys to isolate factors with the greatest impact on employee retention. She has experience with all types of surveys. She creates online questionnaire instruments and reporting systems to dynamically display findings.Barb worked with numerous healthcare organizations to compare key administrative and clinical indicators to discover critical contributors to patient recovery. She conducted pre-deployment training and post-deployment evaluation of marine corps advisors working with Afghan and Iraqi security forces.Barb enjoys guiding teams within client organizations to enhance existing surveys and derive new customer and employee surveys.

Barb B. Affourtit 

Karie Willyerd is the senior vice president and chief learning officer for Visa globally. She was formerly head of SAP’s Global Education business unit and was the Workplace Futurist at SuccessFactors, an SAP human capital software company. Prior to that, she was the cofounder and CEO of Jambok, the industry’s first video-based informal social learning software platform, which was acquired by SuccessFactors in 2011. Willyerd served as the chief learning officer for Sun Microsystems, and in that role, she was responsible for employee, customer, partner, and Sun community learning. The Association for Talent Development named Sun the number 1 BEST learning function in the world.Willyerd is the coauthor of the award-winning bestseller_, The 2020 Workplace: How Innovative Companies Attract, Develop & Keep Tomorrow’s Employees Today._ She is a regular blogger for Harvard Business, coauthored a feature article on Mentoring Millennials in Harvard Business Review, and has authored dozens of other articles or publications.In prior roles, she was a chief talent officer for Solectron (now Flextronics), led the people development function at Lockheed Martin Tactical Aircraft Systems, and ran executive development at H.J. Heinz. Willyerd holds a bachelor’s degree from Texas Christian University, a master’s degree in instructional and performance technology from Boise State University, and a doctorate in management from Case Western Reserve University. She serves on the global leadership council for the business school at Colorado State University. Additionally she serves on the board of City Year, San Jose supporting the young leaders who are making remarkable changes in high school dropout rates. Her newest book is Stretch: How to Future Proof Yourself for Tomorrow’s Workplace, which was selected as an Amazon Editor’s Pick in Business and Leadership in 2016. ATD honored Willyerd with the Distinguished Contribution to Talent Development Award in 2017.

Karie Willyerd

Michael Belcher is faculty at the Federal Executive Institute. Contact him at Michael.belcher@opm.gov. He joined the Federal Executive Institute (FEI) faculty in May 2013. Capitalizing on 35 years of service in the public and private sectors, he teaches leadership, organizational development, change management, inter-organizational collaboration, and strategic planning to senior-level government officials attending the Leadership for a Democratic Society Program. Concurrently, he is a performance coach and manages FEI’s Health and Wellness Program.Prior to joining FEI, Michael served in the U.S. Marine Corps for 28 years, ultimately earning the rank of Colonel. His last assignment was as the Director of the Marine Corps War College, MCB Quantico, VA. After retiring, Michael accepted a position as Vice President, Defense Strategy and Operations, for MetroStar Systems, Inc., a commercial IT services and solutions firm.Michael holds M.S. degrees from the Naval Post-Graduate School and the National Defense University. He is also certified as an Associated Certified Coach, Conflict Management Consultant, StandOut Advantage Facilitator, and Emotional Intelligence Consultant.

Michael F. Belcher

Dennis Mankin is the founder and Managing Partner of Platinum Performance Partners www.platinumperformancepartners.com.  Mr. Mankin has an extensive professional background, including 25 years in senior management and consultative positions working in business consulting, executive coaching, sales, and Human Performance Improvement (HPI). He was certified by ISPI and Dr. Joe Harless as a CPT in August 2003 and he is a project manager and facilitator of HPI processes worldwide. He has demonstrated skills and expertise in assisting organizations in exceeding competitive organizational goals and improving overall business results using HPI processes. He is a co-author and co-publisher of Performance DNATM (analysis tools), used for the analysis of human performance and the “tools of choice” by over 6,000 HPI analysts worldwide. Mr. Mankin has been a member of ASTD for over 20 years and was an adjunct professor at the University of Tulsa, Singapore Institute of Management, Singapore Management University, and a guest lecturer to other colleges and universities in performance improvement technologies. He has been a licensed Merchant Marine Captain since 1985.

Dennis Mankin

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

Martin Luther King Jr.: A Leader to Inspire Businesses

Dr. Martin Boult has worked as a psychologist in the field of management and organizational development since 1998, with a focus in the areas of executive leadership development, strategic planning, the psychology of change, team performance, talent development and workplace well-being.He’s a member of The Myers-Briggs Company’s Asia Pacific’s Executive Leadership Team where he’s responsible for managing consulting services and overseeing the certification programs for a range of psychometric instruments. He’s also a certification trainer for the EQ-i 2.0® emotional intelligence assessment. In addition, Dr. Boult is an adjunct faculty member of the Center for Creative Leadership and faculty facilitator on the Executive MBA programs of the China European International Business School and the Moscow School of Management.He has a Bachelors in Behavioral Science (Psychology) with Honors and a Doctorate in Neuropsychology, and is a Member of the Australian Psychological Society.

Martin Boult

Pat Bodin started his career more than 30 years ago as a certified public accountant. After a few years as a CPA, he moved into the growing area of open computing. His technology career had him working with Lockheed Martin, Turner Broadcasting, and Cisco Systems. In 2003, Bodin saw an opening in the education market to create an organization that demonstrated competency, experience, and know-how. Firefly became successful and Bodin sold it in 2012. Since then, his interest has been in business relevance and continuous improvement. Bodin is author of Get in the Boat.

Search results for 'Vince Martinez'

Categories

Refine By

Search results for 'Vince Martinez'

Categories

Refine By

Role

Topic