2015 Fall Conference Schedule

Fall Conference 2015 — Full Schedule

Day 1: Tuesday, November 10

7:30 AM

8:30 AM

Registration, Breakfast & Networking

9:00 AM

9:10 AM


9:10 AM

10:00 AM

KeyNote: Transitioning Culture from ‘Soft’ to Science

Nate Dvorak, Workplace Researcher & Consultant







10:10 AM

11:00 AM

Sponsor Confidential
Kimberlee Williams, President, Center for Strategy Implementation
Jeff Skipper, Director, Peacebridge Performance, President, ACMP Calgary
Ignitem Group

Using Voice of Customer to Create Shared Consciousness
Robert Netzer, Senior Director
Seagate Technology

Intensive 1: 
The Culture Code Driving Culture Change from Within
Rod Johnson, President
Growing Your Leaders Peer Coaching Model

Intensive 2:
Overcoming Resistance to Change
Anna Maravelas, Licensed Psychologist & President
Thera Rising, Inc.

11:10 AM

11:30 AM

Morning Break

11:30 AM

12:20 PM

Creating Hope and Collaboration Within School Districts During Times of Change
Michael Sunnarborg, professional speaker and life coach
Paula Foley, Superintendent, Warroad Public Schools

Fostering a Culture of Innovation
Scott Martens, Chief Innovation Officer
Hennepin County

12:20 PM



Lunch, Exhibits, Networking

1:30 PM

2:20 PM

Portico Benefits Services Aligning Workforce and Vendor Culture to Deliver Positive Customer Experience and Engagement

 Jeff Thiemann, CEO

Portico Benefits Services

Using Lean to Engage and Align Your Organization
Didier Rabino, VP, Lean Sensai
Julie Garrison, System Director of Human Resources


Using Communications to Create More Effective Change Initiatives for Distribution
Sayre Darling,

 Change Management Consultant

Courageous Communications

Education and Healthcare:  A Partnership with Impact on Population Health

Sandy Anderson, Mayo Clinic Health Systems & Amy Baskin,  Director of Community Education and Communications for Austin Public Schools

2:20 PM

2:40 PM

Afternoon Break

2:40 PM

3:30 PM

Hazelden Betty Ford Foundation’s Journey
Corin Hammitt, Corporate Director of Quality & Process Improvement, Hazelden Betty Ford Foundation
Edwin Boon, President & CEO,
Rendement Group

20 Questions Assessing Continuous Improvement Capacity
Cathryn Beil, Improvement Data Coordinator
State of Minnesota
Office of Administration
Improvement Data Coordinator

Intensive 3:
Do You Have the Resiliency Needed
Resiliency Building Workshop, sponsored by The Tracom® Group

Intensive 4:
Coaching for Change
Tammy Krings, Organizational Effectiveness Specialist & Master Certified Coach
The Conversations That Matter

3:30 PM

4:20 PM

Changing the Way Mayo Changes
Jeffrey Larson Keller, Manager, Leadership & OD
Jennifer Roelke, Senior HR Advisor
Linda Witte, HR Consultant

Mayo Clinic

Managing Change When Your Load Balancing Should Be Employees
Skip Valusek, CEO
Home Lab Partners

4:30 PM

6:00 PM

Happy Hour, Networking, Exhibitor Visitation


Fall Conference 2015 — Full Schedule



                 Day 2: Wednesday, November 11

7:30 AM

8:30 AM

Registration, Breakfast & Networking

9:00 AM

9:10 AM


9:10 AM

10:00 AM

Keynote: Creating a Thriving Workplace
Rosie Ward, Ph.D., MPH, MCHES, BCC
Consultant, Speaker, Coach
Director of Health Coaching Education,
Fairview Physician Associates






Tools and Techniques

10:10 AM

11:00 AM

Intensive 1:
How Good Leaders Lead Change An Executive Coaching Perspective
Paul Batz, President
Good Leadership Enterprises

Intensive 2:

Training and Development for Culture Transmission

Becky Lyons Training and Development Manager at Forum Communications

Connecting with Employees and Prioritizing Work to Drive Company Purpose
Neal Simon, Director of Enterprise Continuous Improvement,
Global Business Solutions

General Mills Inc

Helping Managers Deal with Change

Maggie Shreve

OD Consultant

11:10 AM

11:30 AM



11:30 AM

12:20 PM

Change Management A Key to Successful Transformations
Phil Zeccardi, Improvement Consultant,
Children’s Hospitals & Clinics
Michael Garner, Sr. Continuous Improvement Facilitator,
Olmsted County

Focus Boards Driving Change to the Front-Line
Linda J Wadewitz, Director of Continuous Systems Improvement
Winona Health

12:30 PM

1:30 PM

Lunch, Exhibitor Visitation & Networking

1:30 PM

2:20 PM

Hiring the “Right” Leaders for a Rapidly Changing World

Mike Frommelt


Keystone Search

Intensive 3:
Are You Trying to Put a Square Peg in a Round Hole
Beth Schaefer, Director, Institute for Professional Development
Jeannette Grace, Training & Development, Instructor

Metropolitan State University, Institute of Professional Development

The Rule of Benedict: The Sacred Work of Leadership for 1500 Years
Sr. Lois Eckes, OSB, former Prioress
Rocklon B. “Rocky” Chapin, CEO

Benedictine Health System

Moving from Theory to Practice: Building Change Enablement into Your Culture Starting TODAY!
Sara Lykken, Change Management Professional

2:20 PM

2:40 PM

Afternoon Break

Afternoon Break

Afternoon Break

2:40 PM

3:30 PM

A ‘Really Cool’ Culture
Jack Priggen, CEO/owner
Christine Miller Director of Quality and Strategy

Kyle Mullen

Chief Program Officer

Cardinal of MN

Shaping Corporate Culture for Performance Excellence: Engaging People with Results
Nick Eian, President,

Jim Wagner,
Endurant Business Solutions

The Culture Code Driving Culture Change from Within
Vikas Nurala, Creator & Co-Founder


Abstracts & Speaker Bios :


Ignitem Group: Sponsor Confidential: Influencing Effective Sponsor Behavior

Kimberlee Williams, President, Center for Strategy Implementation
Jeff Skipper, Director, Peacebridge Performance, President, ACMP Calgary


Kimberlee Williams, President of the Center for Strategy Implementation, guides business leaders worldwide to dramatically improve business results at their companies, simultaneously enhance their Professional Net WorthTM, and build enterprise change capabilities. She offers differentiated change leadership workshops and turn-key enterprise change resources.

Previously Kimberlee served at Merck and Co., first as the Global Head of Change Execution for $46bb/90,000 employee base then as Executive Director- Strategy, Operational Excellence, & Change for the $3bb Global Services & IT business unit. She is a certified Black Belt and Master change leader.


It can take years to develop the base of experience and judgment needed to effectively influence Sponsors to behave in ways that are consistent with their change goals.

Using real stories and examples, this interactive session will accelerate that learning by focusing on four ways to immediately engage Sponsors differently to increase the likelihood of developing the behaviors required for project success.

Seagate Technology: Using Voice of Customer to Create Shared Consciousness

Robert Netzer: Senior Director of New Product Development



Robert Netzer is the Senior Director of new product development at Seagate Technology, Recording Heads Division in Bloomington, Minnesota. In his eighteen years at Seagate, he has held leadership roles in R&D, product development, and manufacturing. Most recently, Robert has been the voice of customer lead for all recording head organizations throughout Seagate as part of Seagate’s Malcolm Baldrige pilot.



Seagate Technology is the global leader in storage solutions. The Bloomington Minnesota site is the primary site for disk drive recording head design and a key center of manufacturing. Fast paced innovation in recording head technology is a enabler of larger and faster hard drives to support the exploding storage demand in markets like the cloud. Starting in 2012, the Bloomington site was part of Seagate’s pilot of Malcolm Baldrige. As part of our self-assessment, we quickly realized that we needed a more effective process for assessing customer satisfaction, our customers being internal Seagate drive development centers and factories, not external end-customers. We soon deployed a voice of customer process and quickly gained insightful feedback on strengths and opportunities for improvement. Now into our third year, the process has helped us improve customer engagement, it has unified all the head organizations to common customer-oriented goals, and it moved our customer communication from somewhat reactive to more strategic. The voice of customer process is now integrated into our strategic planning process. It has also become a key learning tool as we roll out new initiatives aimed at customer success. Through this, we have learned that voice of customer is more than just a survey. It is a process that can help strengthen the business and create a shared consciousness across organizations on what it takes to win.

Growing Your Leaders: The Culture Code – Driving Culture Change from Within

Rod Johnson, Founder and President of Growing Your Leaders



Rod Johnson is founder and president of Growing Your Leaders, a talent and leadership development firm. As an executive coach, consultant and keynote speaker, he works with organizations helping them understand, leverage and develop their strategic talent assets.  In 2014, INC Magazine named Rod to the 101 Great Leadership Speakers for your Next Conference list.


This presentation explores how personal and organizational Beliefs could be holding an organization’s culture hostage. When these beliefs are identified and addressed, real and sustainable culture change can be achieved. This program will use the Peer Insight methodology to uncover how real culture change can be achieved.  The benefits of utilizing Peer Insight in a peer-learning environment include:

  • Development of higher-level thinking, oral communication, self-management, and leadership skills.
  • Increase in one’s self-esteem and self-awareness.
  • Exposure to and an increase in understanding of diverse perspectives.
  • Readiness for real life social and employment situations.
  • Enhanced coachability and learning agility skills.
  • Cost effectiveness related to group learning structure.

Organizations are just beginning to scratch the potential value peer-learning can bring to the table. Well-designed tools like Peer Insight are an essential part of that solution.

Thera Rising, Inc.: Overcoming Resistance to Change

Anna Maravelas, Licensed Psychologist, M.A., President



Anna Maravelas is a devotee of Dr. Deming, a Licensed Psychologist, M.A., the president of Thera Rising, and author of “How to Reduce Workplace Conflict and Stress” now in its 11th printing.  She has resolved workplace mistrust for 30 years and trains HR and OD professionals in her methodology.



Is resistance to change the result of pigheadedness or a sign of unmet needs? In this session you will learn a process for working with unexpressed needs that lie at the heart of resistance. Discover how to avoid the frustration and tension that occurs when opposition to change is misunderstood.

Creating Hope and Collaboration Within School Districts During Times of Change

Michael Sunnarborg and Paul Foley



Michael Thomas Sunnarborg is a professional speaker, best-selling author, and life transition coach. His passion is to help people reclaim their power of choice and find better balance in their work, relationships, and life.

Paula Foley is the Superintendent of Schools for the Warroad School District in Warroad, Minnesota.


A critical success factor when embracing change in our school systems is creating an environment of hope and collaboration while taking care of ourselves and our students. By understanding the influences that affect our attitudes, actions, and words; and applying a three-step balance process, we can shift our perspective and find harmony amongst faculty, staff, and students despite the changes around us.

Hennepin County: Fostering a Culture of Innovation and Excellence

Scott Martens, Chief Innovation Officer


Scott Martens is the Chief Innovation Officer for Hennepin County leading the Center of Innovation & Excellence.  Scott has extensive experience in strategy, operations, leadership development and transformational change.  He has served as a senior leader in the following organizations: UnitedHealth Group, University of Minnesota, American Express, Ceridian and General Electric.  Prior to entering the private sector, Scott served as a naval officer and aviator flying the S-3B Viking flying extensively off the carriers USS Nimitz and USS Enterprise.

Scott earned an MS-management from the Naval Postgraduate School and a BBA-accounting from Iowa State University.   Additionally, since 2000 he has been an adjunct faculty member for the University of Minnesota’s (UM) Carlson School of Management teaching MBA and undergraduate courses in operations, quality, supply chain management and managerial accounting.


Abstract:  Learn about Hennepin County’s roadmap for fostering a culture of innovation & excellence.  Explore the initiatives / work under each of 4 strategies:  align & manage strategy, support decision making, improve & innovate, leverage knowledge.


Portico Benefits Services: Aligning Workforce and Vendor Culture to Deliver Positive Customer Experience and Engagement,  Jeff Thiemann, CEO, Portico Benefits Services




The Rev. Jeffrey Thiemann began his term of office as President and CEO of Portico Benefit Services on October 1, 2011. Pr. Thiemann serves on the Board of Directors of the Church Benefits Association, which promotes excellence for church benefit plans through nonpartisan education, collaboration and fellowship. He is on the Steering Committee of the Church Alliance, a coalition of CEOs of 38 church benefit programs to ensure that benefit-related legislative and regulatory initiatives fully address the unique nature of church plans.

 Abstract: Portico Benefit Services exists to provide retirement, health and related benefits and services to enhance the well-being of those who serve through the Evangelical Lutheran Church in America and other faith-based organizations. In order to form and grow relationships that truly impact well-being for life, customer intimacy is key to implementing our strategy. This presentation / workshop is an under the covers look at how we build a culture that aligns both our employees and our key vendors with our relational engagement strategy.

Using Lean to Engage and Align the Entire Organization , Didier Rabino, VP, Lean Sensei,  and Julie Garrison, System Director of Human Resources, HealthEast



Didier Rabino is Vice President, Lean Sensei at HealthEast Care System in St Paul, Minnesota. Prior to HealthEast, Didier worked at Andersen Corporation where he designed its Lean management system and led the Menomonie plant in Wisconsin. Didier also worked for Steelcase as one of the architects of the Steelcase Production System.

Julie Garrison is a Senior Leader in Human Resources with 15 years’ experience focused on strategic planning, leadership development, teambuilding and coaching/consultation.  She has a specialized focus in leveraging employee engagement to drive business outcomes and improve the workplace experience.

AbstractIn 2012, HealthEast defined its vision of optimal health and used Lean principles to engage every employee in the transformation. With the understanding that systems drive behaviors, successive Lean systems have been deployed. The presenters will explain how these systems are changing HealthEast culture and developing improvements routines to better serve patients and customers.

Julie Garrison is a Senior Leader in Human Resources with 15 years’ experience focused on strategic planning, leadership development, teambuilding and coaching/consultation.  She has a specialized focus in leveraging employee engagement to drive business outcomes and improve the workplace experience.

Using Communications to Create More Effective Change Initiatives, Sayre Darling, MBC

Biography: Sayre Darling is a proven advisor to senior executives on highly complex and sensitive issues. Her experience includes crisis issues and rapid change, industry reform, cultural changes, effective use of communications during times of change, increasing management credibility, building stakeholder relationships, business development – in both for-profit and non-profit sectors and hands-on crisis communications and media relations. Sayre’s areas of expertise include health care, insurance, IT and medical technology, as well as associations, and non-profit organizations in the arts and professional services.

.Abstract:  To lead change you need more than hearing it from the top, describing the “why” of change and communicating frequently. Change is constant today; and, change is personal. You need to set up strong, authentic leadership; to scope the change to available capacity; to integrate it into your organization’s narrative, and make it easy to talk about. You will learn how to build a communications plan that improves the effectiveness of your change initiative, how to strengthen your organization’s leadership, use change to galvanize your culture and brand, and to minimize its barriers.

Education and Healthcare:  A Partnership with Impact on Population Health, Sandy Anderson works as a community engagement specialist for Mayo Clinic Health System at the Austin, MN campus, and Amy Baskin is the Director of Community Education and Communications for Austin Public Schools. 


Sandy Anderson works as a community engagement specialist for Mayo Clinic Health System at the Austin, MN campus.  Her work involves developing a unique community engagement model.  The work is driven by communities in Mower County that seek authentic engagement, innovative ideas, and collaboration to impact individual behavior by shifting culture and environments that reflect well-being.

Amy Baskin is the Director of Community Education and Communications for Austin Public Schools.  She has served in this role since 2005.  She holds a BS degree in Marketing and Communications from Indiana University and a Certificate of Administration PK – 12 from the University of Minnesota.  She has 30 years of experience in both non-profit and for-profit industries. She and her husband reside in Austin, MN.  She enjoys biking, hiking, gardening and spending time with her granddaughters.

Abstract:  Mayo Clinic Health System’s (Austin campus) community engagement initiative Mower Refreshed, have created a unique collaboration to foster environments where the 56 languages represented in the school district can thrive.  Learn about the challenges students and their families often face as well as the emerging opportunities for staff, students, and community members to develop strategies and solutions that build authentic community.

Hazelden Betty Ford Foundation’s Journey: Using Systematic Problem Solving to Drive a Culture of Improvement, Corin Hammitt, Corporate Director of Quality and  Process Improvement, Hazeldon Betty Ford Foundation and Edwin Boon, President & CEO of the Rendement Group

Biographies:  Corin Hammitt is an experienced Lean practitioner who has helped multiple organizations initiate the Lean journey.  Through a process of demonstrating results, developing people, and showing “the why” of Lean process improvement, she has transformed innocent bystanders to committed believers. At Hazelden Betty Ford Foundation (HBFF), Hammitt is responsible for executing an organization-wide Lean initiative.   Her team’s strategic project work has achieved over $700K in economic impact in the last 9 months.

Edwin Boon is an expert and innovative leader in Customer Experience and Process Improvement as well as business process transformation/re-design. He has a broad background in Finance, Operations, Lean Six Sigma and IT.  Edwin has proven global experience as a CFO and CIO, and has lead Lean Six Sigma organizations within world class companies including Dun & Bradstreet, Hertz, GE and most recently Select Comfort.

He certified as a Six Sigma Master Black Belt at GE and has executed hundreds of projects to improve customer satisfaction, cost reduction, services, manufacturing, sales, supply chain, product design, warranties and technology always generating real tangible P&L savings. His experience spans a variety of industries including financial services, manufacturing and retail.

Abstract:  Hazelden Betty Ford Foundation embarked on a new journey to build a culture of improvement starting in 2014.  With the expertise of Edwin Boon, they carefuly examined where to get started, identified the vital few projects with the most impact, and started deploying a broad educational program to arm the workforce with problem solving skills.  Learn about the steps they took, successes, and lessons learned and how culture is being transformed.

20 Questions: Assessing Continuous Improvement Capacity with the CI Index, Cathy Biel, Improvement Data Coordinator, The Minnesota Office of Continuous Improvement

Biography: Cathy Beil’s passion for using data and information to improve public services has driven her 15-year public sector career. She holds a MLIS and six-sigma “Green Belt” (“Black Belt” in progress), and delights in connecting people with data, each other, and resources through training, open data advocacy, and leadership in multiple communities of practice.

Abstract: The Minnesota Office of Continuous Improvement developed the CI Index to help state agencies assess their capacity for improvement and logical next steps in their improvement journeys. The index provides a diagnostic tool to help us help agencies identify where to focus their efforts to enable cultures of continuous improvement.

Do You Have the Resiliency Needed to Capitalize on Today’s Business Opportunities? Resiliency Building Workshop sponsored by The Tracom® Group

Biography: Dr. Casey Mulqueen is TRACOM’s Director of Research and Product Development. He is a business psychologist with expertise in psychological assessment, talent management, and individual and team development. He’s developed training programs, assessments, and employee engagement programs for companies in multiple industries across the world. He is a writer who has authored a variety of materials including books, book chapters, and peer-reviewed journal articles. Casey first realized the power of resiliency while working with abused children and patients with traumatic brain injury. He has an M.S. in clinical psychology, a Ph.D. in organizational psychology, and is a former affiliate faculty member at Colorado State University.


Abstract: Adaptive Mindset for Resiliency

This session is for anyone who works in a rapidly changing or stressful environment, or who interacts with people who often have different priorities and goals. Participants will learn about a common human tendency that inhibits their ability to cope with stressors, and the effect this has on their thoughts and behavior. They will complete a resiliency profile that highlights their strengths and shows sources of resiliency they may have been unaware of and that can be developed. Finally they will practice a key strategy for enhancing resilience. They will also be provided with take-away materials that include additional strategies and techniques for not only coping, but thriving in turbulent environments. These strategies can be practiced by individuals and teams back at the workplace.


Coaching for Change – Where Humanizing the Workplace can Make all the Difference

­Biography, Tammy Krings, The Conversations That Matter


BiographyTammy Krings is an organizational effectiveness specialist and Master Certified Coach focused on leadership and team development.  Tammy works with leaders to strengthen their teams, articulate their vision, align their work to their goals and shift their culture.  With a reputation for building collaborative environments, breaking down communication barriers and helping people challenge their assumptions, she is passionate about engaging people in the conversations that matter.

Abstract: Among all the variables in introducing change initiatives, the one aspect that gains the most traction is taking the change to the individual level – identifying each person’s desire, willingness, resistance and commitment to making the change real.  You will receive a “Coaching for Change Package” that allows you to use sound, researched models, tools and questions that get to the heart of the matter – questions that address the key resistance to how everything and everyone will be affected. You’ll leave feeling prepared, confident and energized to save time, gain buy-in and build alignment!

Mayo Health System Changing the Way Mayo Changes, Jeffrey Larson Keller, Jennifer Roelke, Linda Witte, Mayo Clinic

Biographies: Jeffrey Larson Keller has worked at Mayo Clinic for over 25 years and is currently a Manager of Leadership and Organization Development in Human Resources where he considers his trade listening and engaging others to accelerate change. He is a catalyst for building change capabilities across the Mayo Clinic enterprise.

Jennifer Roelke, SPHR is a Sr. Advisor in Human Resources at Mayo Clinic with 12+ years of practical experience in organizational re-structuring, cultural evolution and change management.  Jennifer’s work is driven by organizational strategies that require teams to transform the way they work and who they work with.  Her measurement for success of change is team effectiveness.

Linda Witte has 14 years of experience at Mayo Clinic and has served in a variety of roles at Mayo and elsewhere.  Her current position is within Human Resources as a Leadership Development Consultant.  Given her experience, she brings a broad perspective and expertise to her work in developing leaders of the future.

Abstract:  Mayo Clinic is experiencing an increased volume and velocity of change. Our ability to manage the people side of change in order to meet the needs of patients is growing. We will tell the story of our concerted efforts to diffuse change management practices, processes, and capabilities across the enterprise, including the PROSCI ADKAR Model.


Managing Change When Your Load Balancing Should Be Employees, Skip Valusek, PhD  CPHQ

Home Lab Partners


Biography:  Skip Valusek is an industrial and systems engineer specializing in decision support.  He is a PEN judge and an MHQP member.  For the last 18 years he has been involved in healthcare quality and is currently the CEO of In Home Lab Connection (IHLC) /IHLC-Homecare,  a Medicare certified home health agency.


Abstract: This interactive session will make you think about the complexity of managing change in decision and knowledge intense industries such as healthcare and education.  The amount of change avalanched on front-line employees requires a transformational culture change driven by the CEO to achieve patient safety,employee sanity, and project success.


Creating a Thriving Workplace Culture, Rosie Ward, Ph.D., MPH, MCHES, BCC: Fairview


Biography: Dr. Rosie ward is a consultant, coach, and author known as a thought leader who advocates for a unique approach to support sustainable change for individuals and organizations.  She has over 20 years of experience integrating organizational and employee wellbeing to transform workplace culture and is co-author of the book “How to Build a Thriving Culture at Work”.

Abstract: The primary difference between high-performing and low-performing companies can be attributed to their culture. However, many organizations have become stuck in outdated paradigms when it comes to supporting thriving wellbeing – on both the organizational and employee level. In order to have sustainable wellbeing, we must address the culture – before addressing health issues or behavior change.  We must understand the critical role organizational wellbeing (i.e., employee engagement, leadership practices and organizational culture) has on individual wellbeing and how to address it as part of a broader wellbeing strategy. Moving from “wellness programs” focused on risk-reduction to creating a culture where individual and organizational wellbeing are part of corporate identity is not an easy or a quick process. However, it is achievable – and necessary.

How Good Leaders Lead Change: an executive coaching perspective, Good Leadership Enterprises: Paul Batz, Founder and President, Good Leadership Enterprises

Biography:  Paul Batz is the Founder and President of Good Leadership Enterprises – a leadership consulting boutique headquartered in Minneapolis/St. Paul, Minnesota. The firm works with visionary CEOs and business owners to create sustainable growth through good leadership.

Abstract:  Leading change – it’s the reason leaders exist. This program will provide practical insights and success habits from leaders who know how to create magnetic cultures who hold together and thrive through both planned, and unplanned change. This is a roll-up-your-sleeves working session where participants will learn a simple model for leading change and sample Good Leadership tools used in C-suite and Business Owner coaching engagements.

Training and Development for Culture Transmission: Becky Lyons Training and Development Manager at Forum Communications

Biography:  Becky Lyons wants to live in a world where all employees are engaged, all bosses encourage learning, and all co-workers laugh together regularly.

As the Training and Development Manager at Forum Communications, she oversees the learning and development of more than 1700 people.  With more than 15 years training, development, human resources, and management experience, Becky’s current work focuses on strategically integrating talent development with organizational strategy and culture.

When she’s not training, coaching, or designing new approaches for development, you can find her working on her doctoral dissertation. Becky is a doctoral candidate in the Institutional Analysis program at North Dakota State University studying the relationship between strategic human resource development and organizational performance.

Abstract: Culture affects and is affected by training and development. The choices we make in designing and/or improving our training and development system may support movement toward an improved culture, reinforce the existing culture, or promote a less than optimal culture. Additionally, the way employees engage in training and development will affect the desired culture, whether that is maintaining the status quo or moving towards something different.

Connecting with Employees and Prioritizing Work to Drive Company Purpose

Connecting with Employees and Prioritizing Work to Drive Company Purpose, Neal Simon, Director of Enterprise CI Improvement, Global Business Solutions, General Mills Inc

Biography: Neal Simon is the Director of Enterprise Continuous Improvement, Global Business Solutions for General Mills.  Neal has been leading continuous improvement efforts across General Mills for more than 20 years.  His journey started in manufacturing and he became the catalyst for change for the Supply Chain and now into all areas of General Mills business processes.

Abstract: With the food industry changing rapidly it can be difficult to put the consumer first.  General Mills has launched a new purpose and is in the process of aligning the workforce to deliver on this new purpose.  Providing clarity and prioritization is necessary to win in the market place.

Helping Managers Deal with Change, Maggie Shreve, OD Consultant

Biography: Maggie Shreve is an organization development consultant with over 30 years of experience, predominantly in the non-profit sector.  She is an expert in designing and facilitating large group interventions, especially work redesign and vision/mission/value-setting.  She is also an ordained minister in the Presbyterian Church (USA).

Abstract: Managers not only have to deal with change, they have to help their staff deal with change as well. In this session you will explore socio-technical and psychological aspects of change and learn tools for navigating dimensions. These tools are simple and can be easily applied in any setting for changes large and small.

Change Management: A Key to Successful Transformations, Phil Zeccardi, Children’s Hospitals and Clinics,  Michael Garner, President of Momentum

Biographies: Michael Garner is the President of Momentum, with expertise in the areas of continuous improvement, process design, strategic planning, and workforce and leadership development.  Michael has a background in Human Resource Development and Organization Development and has served as a trainer, team leader, and evaluator for PEN’s Baldrige-based assessments.

Philip Zeccardi is an improvement consultant for Childrens Hospitals and Clinics of Minnesota specializing in guiding teams to improve performance through strategy development, process design, and change management. Philip possess a background in Human Resources, Lean Six/Sigma and serves as a team leader and evaluator for PEN’s Baldrige-based assessments.

Abstract: As leaders implement organizational changes driven by strategy and evolving business needs, it is crucial that transformations are conducted through deliberate, purposeful methods that build employee and stakeholder trust, deliver on anticipated benefits, and sustain those benefits over time.  Sounds simple, right?  Through experience we know that while it may sound simple, such efforts are almost always fraught with opportunities to fail.  This session will provide a venue to exchange ideas with other leaders on common pitfalls and strategies for success when leading change efforts.  Philip Zeccardi and Michael Garner will share their perspectives on change management through the lens of experienced Baldrige practitioners in this interactive, collaborative learning session.

Focus Boards:  Driving Change to the Front-Line, Winona Health, Linda J Wadewitz, Director of Continuous Systems Improvement

Biography: As the Director of Continuous Systems Improvement (CSI) at Winona Health, Linda J Wadewitz leads the organization-wide implementation of CSI principles, tools and training in order to  “empower everyone to problem solve so that we provide the best patient experience and a better work flow for our providers and staff.”   Prior to accepting her current position, Wadewitz was a Lean Improvement Facilitator at Winona Health for 5 years and has had 26 years of clinic administration with a background in nursing in clinic, hospital and long term care.

Abstract: Do you struggle with how to translate your organization’s most important goals so that everyone knows what they can do to achieve them?  Winona Health uses a system of 50 Focus Boards to translate organizational goals and objectives to daily action at the front-line.  In addition, 15 strategic PDCA Boards further track progress of these goals and objectives at the Service Line/Support Line level.

A Focus Board is a standard visual tool used to daily problem solve at the front-line staff level.  This is where the experts doing the work are empowered to solve the problems they encounter in their area with a goal to improve value to our patients.  The Focus Board is designed using the P (plan) D (do) C (check) A (act) or PDCA model which is a standard improvement process model.  Prioritized problems and occurrences (e.g. root causes) are turned into problem solving or group A3’s.  The important part of this is that staff involved in the process must be the ones who find and implement solutions because they are the experts doing the work. They are also the ones who can sustain and even improve it further.

Keystone Search, Hiring the “Right” Leaders for a Rapidly Changing World, Mike Frommelt, Principal

Biography:  Mike co-founded KeyStone in 2002, and has over 25 years of recruiting/search industry experience. He spent six years as Vice President of a leading Twin Cities executive search firm, and prior to that was a Senior HR Generalist with a large Twin Cities based services company. Mike has conducted hundreds of senior level assignments throughout his career. However, in the 5 years, he has focused primarily on assisting clients with one of the most critical transitions they will ever face, the identification of a new CEO.

Abstract: In this era of rapid change, organizational cultures must be continuously evolving and adapting.  This requires hiring and developing a new breed of leader. These leaders must not only share the core values of the organization, but must also possess an ability to drive change/innovation without violating those same core values.  Utilizing real life examples, Mike Frommelt from KeyStone Search will describe the key characteristics of this new leader and how to identify them in the hiring and talent review process.

Are You Trying to Put a Square Peg in a Round Hole?  Metropolitan State University: Institute of Professional Development, Beth Schaefer and Jeannette Grace

Biography:  Jeannette specializes in training and development that achieves outcomes in the areas of interpersonal communication, adult learning styles and leading with a positive influence. Jeannette’s energetic teaching style can be experienced in the courses she teaches for Metro State University.

Beth specializes in instructional design and uses it in her role as the Director of the Institute for Professional Development.  Beth listens to the needs of organizations and works with subject matter experts to build training solutions to align with those needs.  Beth has taught in the K-12, ABE, and the college classroom.

Abstract: The square hole is good.  The round peg is fine…but together, they do not work.  This session presents four organizational cultures along with characteristics for you to self-identify the culture of your organization.  More importantly, it will discuss how to factor that culture into your change management strategy and plan. 

The Rule of Benedict: The Sacred Work of Leadership for 1500 Years, Sr. Lois Eckes, OSB, Rocklon B. “Rocky” Chapin, CEO, Benedictine Health System

Biographies:  Sr. Lois Eckes, OSB, recently completed a ten year term as prioress at St. Scholastica Monastery in Duluth and as a board member for the Benedictine Health System.  During this time, she was an integral part of organizational collaborations including the refocusing of BHS to long-term care and partnerships with Allina Health, Presbyterian Homes and Services and others.  Sister Lois also led the creation of the Distinguishing Characteristics for Catholic and Benedictine Identity and the development of the Governance Formation program for BHS.  Sister Lois has a bachelor’s degree from the College of St. Scholastica, a master’s degree from Xavier University, a certificate in monastic formation and leadership and is a certified chaplain.

Rocklon B. “Rocky” Chapin, FACHE, Benedictine Health System president and chief executive officer, Current Benedictine Health System president/CEO, Rocky Chapin, joined BHS January 2013 as senior vice president, business development and strategic planning.  Prior to his appointment at BHS, Chapin was the executive vice president and senior officer of Essentia Health’s (Duluth, Minn.) hospital division where he was instrumental in setting overall strategy for their system. His past positions include national director, health care services with Ryan Companies, Inc., Minneapolis, Minn.; executive vice president and chief operating officer, St. Luke’s Methodist Hospital, Cedar Rapids, Iowa; president and CEO, VHA Iowa/Health Enterprises of Iowa, Cedar Rapids; and senior administrator, Abbott Northwestern Hospital, Minneapolis.

Chapin holds a master’s degree in health care administration from the University of Minnesota and a bachelor’s degree from Luther College in Decorah, Iowa.

Abstract:  The Rule of Benedict, penned in 580, has guided the development and organization of Benedictine Communities ever since.  It is a timeless resource of insight and direction for leaders and followers alike.  The fact that it has remained unchanged for 1500 years is indicative of the staying power of its simple truths of leadership.

Moving from Theory to Practice; Building change enablement into your culture starting TODAY!

Biography: Sara Lykken is a senior change management professional with over ten years’ experience helping organizations and individuals successfully adopt and sustain change. Her success is best attributed to her experience and understanding of human behavior, business acumen and pragmatic approach to the art and science of change management.

Sara built the change readiness practice in IT PMO at Delta Air Lines and these techniques and activities contributed to the successful merger and system integrations of NWA and DAL.  She has also served as program and change lead on numerous enterprise business changes at Best Buy Company, The Schwan Food Company and most recently, CHS, Inc.

Sara is a founding Board Member and current Past President of Minnesota Change Management Network (mncm.org), a growing Twin Cities organization providing opportunities for learning, networking and the exchange of ideas among change management professionals as well as inspire and challenge leaders to drive sustainable change.  For more information go to: http://www.linkedin.com/in/saralykken

Abstract:  Culture is complex in its nature, as is change management.  As an agent of change it is your responsibility to be aware of the existing culture, how the change could impact the culture and how to respond to both successfully.

In this session we will highlight:

  • how change management has evolved from understanding human systems,
  • how change theory has evolved with structure and rigor in the business sector and formalized
  • along with highlighting a few future internal and external trends.

But more importantly in this 50-minute session, we will look at how we build and integrate, internalize and design change management into the culture of our organizations. The steps to formalize it so it is expected and embedded in our organizations starting TODAY!

A ‘Really Cool’ Culture, Cardinal of MN, Jack Priggen, CEO/Owner, Christine Miller, Director of Qualtiy and Strategy, Kyle Mullen, Chief Program Officer

Biography:   Jack Priggen, Jack is the President/Owner of Cardinal of Minnesota (cardinalofminnesota.com) and founded the company in 1995.  Cardinal provides residential care to adults with developmental disabilities, mental health concerns and other related conditions.  Cardinal operates 40 homes in south-eastern Minnesota and Bemidji, and has approximately 400 employees.  Jack has been in the field of developmental disabilities for 40-plus years.

Christine Miller joined the Cardinal team May, 2015, as the Director of Quality and Strategy, taking on many of Michael Garner’s prior responsibilities with Baldrige, strategic planning and surveys.  She has a background in education and corporate training, most recently at RCTC as the Director of Institutional Effectiveness and Research.  Her experience includes strategic planning, continuous process improvement, balanced scorecard and dashboard development, and oversight and co-writing two PEN Baldrige applications.

Kyle Mullen began his career in Human Services as a direct support professional 16 years ago and quickly realized that working to improve the lives of people with disabilities would be a life-long passion.  He came through Cardinal of Minnesota’s door in 2005 and found a company culture uniquely dedicated to the people it served.  While he began with Cardinal as a Residential Supervisor, he also became the Director of Training and Development before taking on his current role as Chief Program Officer where he oversees the daily operations of residential, in-home, and medical services.

A “ Really Cool” Culture

Everyone has experienced it: the claims a company makes about their ‘really cool’ culture does not come close to matching the actual experience.  The employees were not nearly as friendly as in the commercial, the self-proclaimed ‘award-winning’ customer support makes you want to pull your hair out, or the burger looks nothing like the picture on the menu.  The opposite has also happened and it left an impression on you.  The waiter left you feeling great about the meal and your day in general.  You can’t wait to share your experience with your friends.

Cardinal of Minnesota believes that culture defines the experience… and what could be more important than feeling great about a company you have selected to provide care and support for a family member?  While culture has been paramount since the inception of the company, our Baldrige involvement has continuously reinforced the value of this cornerstone of success.  It would be difficult to think of anything that our leaders spend more time on than the purposeful shaping and deployment of our culture.  Let’s make this an interactive session; we will share some of the keys of our culture and each of you can share some of your ‘really cool’ practices with us.


Shaping Corporate Culture for  Performance Excellence Engaging People with Results, Endurant,

Nicholas Eian, CEO and Change Master and Jim Wagener, Vice President

Biographies: Mr. Eian is a founder and CEO of Endurant Business Solutions, a management consulting company that helps companies build highly effective and adaptable organizations that focus on the customer experience. He is the creator of the 4DD Methodology for transforming businesses through culture, apps, and data analytics. He has more than 30 years of senior executive management experience at Ecolab, Medtronic, Pillsbury, and Cowles Media. In his role as Change Master, he has led the transformation of many clients.
Mr. Wagner is a partner and VP of Consulting Services at Endurant Business Solutions. He has 25 years of experience as an IT professional in a variety of industries and functions within an organization. He has performed roles in management and technology consulting, business development, program/project management, solutions design, system implementations, operations, and general management. As a Change Master he has led several projects focusing on radical and rapid change.
Abstract:   Objectives are to provide leaders a means of testing the impact of culture on the performance of a group (division, department, program, or project team), a tutorial on how to apply culture to engage people and improve their productivity and effectiveness of a project, and a practical way to assess the impact of your current corporate culture.

Using Collective Wisdom to Understand Organizational and Personal Influence, Vikas Narula,

Biography:  Vikas Narula is Creator and Co-Founder of Keyhubs, a Minneapolis-based management software and consulting firm. Vikas earned his MBA from Duke University and has a B.S. in computer science from Maharishi University of Management.

Abstract:  Think workplace influence is a top-down phenomenon?  Think again. In this session, learn how top leaders and executives are capitalizing on the wisdom of crowds to improve organizational outcomes and culture. You will learn about the power of informal relationships and why uncovering them should be a central focus for leaders and organizations.