FALL 2013 ISSUE Summer 2016 … · overall strategy, placing deliberate focus on providing impactful development and leadership opportunities for CALIBR members. As we prepare for

Traci M. DunnN.A. Inclusion & Diversity Lead Accenture

Hy PomeranceChief Human Resources Officer New York Life

Dmitri StocktonPresident and CEOGE Asset Management

Dan HeathKeynote Speaker and Best Selling Author

Bernard TysonChief Executive OfficerKaiser Permanente

Judge Glenda Hatchett Television Personality and Former Juvenile Court Judge

WWW.MYCALIBR.COMFALL 2013 ISSUE

Conference EditionSummer Meeting Edition

Summer 2016

InfluenceMaking

*IMPACT WITHOUT DIRECT AUTHORITY

2 THE GENERATOR www.mycalibr.com Summer 2016, Issue 1

TABLE OF CONTENTS

Message From The President ............................................................................. 3

Is Your Voice Being Heard at Work? ................................................................... 5

Starting Over and Building New Relationships ............................................... 7

CALIBR8 ............................................................................................................... 8

Global Executive Success Part III .................................................................. 11

Accenture’s Decision-Edge Model for Decision-Making ................................. 13

New Member Orientation 2016 ...................................................................... 15

CALIBR Profile: Jessica Battle ........................................................................... 17

CALIBR Profile: Mike Chapman ........................................................................ 19

Members on the Move ...................................................................................... 21

CALIBR1010 Wisconsin Avenue, NWSuite 430Washington, DC 20007Fax: (202) 944-3322Website: www.mycalibr.comEmail: [email protected]

SUMMER 2016 EDITION

PROGRAM MANAGEMENT PARTNER AND COMMUNICATIONS COMMITTEEURBANOMICS CONSULTING GROUP

DAVID GREENEChief Program Officer

ERIC WINGOProgram Manager

OFFICERSPRESIDENTMICHELLE D. GREENEVice PresidentCorporate Business Relationship ManagementJohnson Controls

VICE PRESIDENTMONIQUE JEFFERSONHead of Human Resources, Global CIO and Business Services-AmericasHogan Lovells

TREASURERGRESFORD GRAYCFO Advisor and Business Area LeadCAVU Advisors

SECRETARYTIM FOYDirector, Strategy and PlanningPrudential Annuities

PRINTING AND DESIGNDAS GRAPHICS AND PRINTING, INC.

About CALIBRFounded in 1999, CALIBR Global Leadership Network is a membership organization and professional network dedicated to accelerating the careers of mid-to-senior level executives. CALIBR provides leadership development training, mentoring, and specialized networking opportunities in order to give all network members access to the best practices that drive business success. Our rapidly growing membership is committed to the values of Character, Agility, Leadership, Integrity, Breadth and Reputation in both their business and professional lives.

For more information, visit www.mycalibr.com

During our personal and professional journey, the themes of Change, Influence and Strategy continue to show up. Change is inevitable. However, our approach and the method in which we respond to change will guide how we chart our course. Influence is powerful, both direct and indirect. As our lives and roles evolve, the ability to influence without authority becomes more relevant. People talk about strategy. However, it is clear not everyone understands how to effectively develop and execute a strategy. Instead, the term strategy is used like a “buzz word,” a set of line items or objectives within a leadership team. An effective strategy should align the current and future state to ensure you or your organization’s movement towards success.

I have watched CALIBR evolve as an organization and as I moved into the role of President, I began reflecting on this opportunity as well as

my own personal and professional development. I am focused on how to manage change, exert influence, and drive a strategy that impacts our members as well as the overall CALIBR brand. I will manage change by maintaining a flexible organizational infrastructure that is prepared to “pivot” and respond to the ever-changing landscape and member needs. I will build solid relationships with our strategic partners, ELC and within the community to position myself so I will have the opportunity to Influence key decisions being made. Finally, I will drive our overall strategy, placing deliberate focus on providing impactful development and leadership opportunities for CALIBR members.

As we prepare for the summer meeting, I challenge you to also prepare yourself for change. Learn to respond versus react. Recognize the ability you have to positively influence situations and finally, become a thought leader. Doing so will require you to 1) develop a strategy with alignment to the future state, 2) define what success looks like for yourself, and 3) equip yourself with the tools to effectively execute a plan.

Thank you for your continued support, and I look forward to a successful summer meeting!

Regards,

Michelle D. GreenePresident, CALIBR Global Leadership Network

Message From The President

Summer 2016, Issue 1 www.mycalibr.com THE GENERATOR 3

Michelle D. Greene

Wells Fargo is one of the world’s most respected companies, and it’s due in large part to our commitment to diversity and inclusion and developing team members at every level. It’s a place where everyone is called to be a leader and empowered to explore, grow and achieve through a full range of development opportunities. We encourage team members to be actively involved in their own development, which includes identifying their strengths and talents and building a plan to achieve their career goals.

We’re committed to diversity and inclusion because we want everyone to thrive.

For more information, visit wellsfargo.com/careers.© 2013 Wells Fargo Bank, N.A. All rights reserved. Member FDIC. Wells Fargo is an A� rmative Action and Equal Opportunity Employer, M/F/D/V. ECG- 1111260

Our di� erences make the di� erence


together a team to respond to a crisis or developing a new product or service.

Why should I care about influence?A cynic’s response to the concept of influence might be, “why should I consciously attempt to influence others when my hard work speaks for itself?” This is not an uncommon response. Our ability to influence outcomes, however, promotes even stronger potential for our hard work to be known to others.

There’s another reason to contemplate the value of influence. The workplace has evolved. Today’s organizations are flatter. Matrices are replacing hierarchies

What is influence? Influence is “the interpersonal behaviors we use to have a positive impact on another party’s choices.” Influence can show up in many ways at work. It might mean that you’re involved in critical decisions or policies, or that your input is at least solicited. It could involve the ability to access information beyond your immediate area of management control. Or being influential might involve being asked to participate in special events at work, or represent your organization outside work. These events not only demonstrate influence in action, but it also allows informal networks and new relationships to develop and blossom—furthering the

capacity to be influential. People who are influential are targeted for promotion and development. And they’re asked to coach or mentor others.

But influence isn’t a single, monolithic skill. There are many ways to influence people, and all people have preferences in how they influence — their influence style. That influence style (especially if unconscious) has a major impact on how effective leaders are in different situations.

Different circumstances often call for different influence styles. Negotiating a labor contract with a union, for example, calls for a different approach than pulling

Taking stock of success can be very validating. As executives climb the career ladder, often success is borne out of hard work and determination, as

well as the support of those around us. The ability to connect with key stakeholders allows us to overcome higher obstacles and accomplish tasks that can feel insurmountable individually. The competency that underlies the ability to connect with others and accomplish work that we can’t do individually is influence.

By Sam Turner

Is your voice

BEING HEARD

at w

ork?


5. Practice. Begin with small steps—low-stakes situations where you can test out your new influencing approaches. Target a person or situation where you’d like to achieve a certain outcome, think through the influencing style that will work best in that situation, and give it a try. See what works and what doesn’t. As you build your capability and confidence, move on to higher stakes scenarios.

Being effective at work and growing to your maximum potential involves having your voice heard. Strategically employing influence styles guarantees that your voice is not only heard, but also well-received.

Sam Tuner is a social psychologist and the principal of Piedmont Leadership, LLC. He specializes in organizational and leadership development with emphasis on change management, team-

building, cultural consulting, training, and executive coaching. Sam has several years’ experience in using Discovery Learning’s tools to facilitate successful programs.

as companies re-organize themselves to compete more effectively. More of our work involves teams, which require more collaboration across boundaries. Even in fields that might be perceived as slow-moving or “traditional,” such as government and banking, effective leadership often means being able to coordinate efforts across silos, multiple independent agencies, or levels of leadership.

In other words, effective leaders must be able to influence others.

Growing our Capacity to InfluenceHere are five tips on increasing your influence:

1. Understand your influencing style. It all begins with self-awareness. What’s your dominant style? Do you assert, convince, negotiate, bridge or inspire? Do you tend to apply the same approach to every situation and individual? Understanding your natural inclination is a good place to start. For more information, consider taking the Influence Style Indicator to assess your influence style.

2. Take stock of your situation. Who are the critical stakeholders you need to win over to achieve an objective or overcome an obstacle? What influencing style might be more effective as you interact with them? For example, if you’re dealing with a hard-nosed CFO, consider using a convincing approach, which is based in logic, data and expertise. If you’re in a crisis where people are relying on you to be decisive and fast on your feet, an asserting style may be more effective. If you’re working cross-functionally and need to win the support of a peer, a bridging or negotiating style may be the way to go.

3. Identify your gaps. Once you understand your natural orientation and the appropriate styles to influence those around you, figure out where you’re on solid ground and where you need to shift gears and use a different approach to be more effective.

4. Develop. After identifying your gaps, find ways to develop in those areas. It might be a workshop, coach, or internal role model who is particularly strong in the style you’re trying to develop. For an added bonus, find a learning partner—someone with whom you can role-play with to gain confidence.

Understand your

influencing style

Take stock of your

situation

Identify your gaps

DevelopPractice


STARTING OVER and Building New Relationships

By Judy Hopkins

As someone who recently transitioned to a new company after spending sixteen years with my former employer, I can appreciate the challenge of starting over and building new relationships. Compounding this challenge is the fact that I’m an introvert, so meeting new people is a particularly daunting hurdle but not insurmountable.

As I embarked on my new career journey, I thought about the things I’ve done throughout my career that have helped me build so many wonderful enduring relationships and how I could mirror those behaviors in my new role. I also sought advice from others who have faced similar circumstances. Ultimately, it really comes down to four insights.

1. Build relationships at all levelsI’ve listened to an array of professional development experts discuss the importance of identifying key stakeholders who could become mentors and sponsors. I certainly would not dispute that recommendation. Those relationships are vital, but what often gets lost in that strategic relationship approach is the importance of developing strong relationships with our peers and those more junior. Often, I find it’s those relationships that are better suited to help me navigate the day-to-day workplace challenges. They are also generally the most enduring and mutually beneficial relationships.

Key Point: When building new relationships, do not underestimate the value of those around you by focusing too much on those above you.

2. Be authenticI think this is especially important. It’s understandable to try to present an image that you think would be valued by those you want to impress, but if you’re trying to be someone you’re not, it will become apparent. It’s hard to maintain a façade – the cracks will eventually show. If being yourself means you don’t develop a friendship, then that’s okay. You can still have a solid working relationship even if it’s not a friendship.

Key Point: If a relationship is not based on something real, it won’t endure.

3. Relationships should be mutually beneficialWe may have our own objectives when forging new relationships, but it’s important to keep in mind that the other person in the relationship may have his or her own differing needs. Think about mentorship relationships. We seek experienced colleagues to advise us and help us navigate our organizations and our careers, but we sometimes forget that we all bring many years of valuable experience and knowledge to our mentors as well. Our mentors want to learn from us as much as they want to share their experiences.

Key Point: We should contribute to our relationships as much as we receive. If it’s too much of a one-way street, we may end up traveling that road alone.

4. Meet & GreetI am convinced that my manager must have read an article about how to torture an introvert. During my first week, he handed me a list of 50+ colleagues and clients and urged me to set up 15-30 minute meetings with each of them so that I can introduce myself (a.k.a. “Meet & Greet”). If you’re an introvert, you’re probably breaking out in hives as you read this. To be honest, I had to order more

Benadryl as I tried to wrap my brains around this concept of meeting a bunch of strangers and talking about my least favorite topic – me. Despite my initial panic attack, I have to admit that this was one of the best things I’ve done at my new job and the most beneficial for my development.

Because of these meetings, I’ve learned so much about my company, our strategies and challenges, and about my department and clients. As an added bonus, many of these meetings have led to lunch dates and recommendations to meet with others. I’m gradually building relationships with my new colleagues and clients and learning from them as well as sharing my experiences.

Without my manager’s recommendation, I’m embarrassed to say I probably would have never had these meetings. I needed a push, and he was thoughtful enough to give me a good, swift kick.

I was lucky to have someone to encourage me to step out of my comfort zone. However, we can’t always count on luck.

Key Point: It’s up to each of us to take the initiative to develop strong professional relationships and maintain them.

Building and maintaining solid relationships is essential to having career success. When we have strong professional relationships, we work better and more effectively. As our performance improves, so does the potential for new opportunities, dynamic projects and career advancement.


One of the most valuable benefits of your CALIBR membership is the opportunity to participate in CALIBR8, our signature leadership development process.

Now in its fifth year, CALIBR8 provides members with the requisite tools and coaching to

help members increase their leadership effectiveness and prepare them for more senior positions with greater responsibility—either within their organizations or elsewhere.

We all join CALIBR for our own reasons, but leadership development, career advancement, and networking are likely at the top of our lists. Your CALIBR membership offers a number of opportunities to engage, but the most efficient—and most cost-effective—way to take advantage of the Global Leadership Network is through CALIBR8.

Research has shown the most effective leaders are those who best understand how others perceive them. Therefore, at the heart of CALIBR8 is The Leadership Circle Assessment, which allows participants to engage peers, supervisors, reports and others

calibrGlobal Leadership Network

learn more at: www.mycalibr.comlearn more at: www.mycalibr.com

mycalibrmycalibr @mycalibr@mycalibr CALIBRCALIBR

8who work closely with the participant to assess the participant’s key strengths, development opportunities, and performance against 18 key leadership competencies. Through the assessment, raters are willing to provide feedback and observations that they may normally be reluctant to raise face-to-face. As a result, the assessment provides CALIBR8 participants with new insights, as well as the opportunity to open a dialogue about how they are viewed across their professional relationships.

As a CALIBR8 participant, you will also evaluate yourself before being paired with one of the coaches listed on the next page, who will help you develop an action plan and regularly check in to review your progress. Your coach will also help you enlist a personal board of advisors—a group of trusted mentors and peers—who will help you execute your action plan, provide guidance, and hold you accountable along the way.

As a CALIBR8 participant, you will

evaluate yourself before being

paired with a coach. This coach will

help you develop an action plan and

regularly review your progress.


For the driven CALIBR member looking to accelerate their career advancement, CALIBR8 is an unparalleled experience at an exceptional value. And as an individually tailored program, it has been extremely effective in advancing the careers of our participants. To start your executive development plan and to learn more about the CALIBR8 application process, please contact us at [email protected].

CALIBR8 Coaches will leverage their

expertise and experience to help

you craft your dynamic executive

résumé and bio, help you transition

into a new role within your company,

and even train you for corporate

board placement.

CALIBR8 coaches come from a variety of backgrounds and specializations, and they have all been specifically selected because of their expertise in leadership development, corporate talent management, and career advancement. They will leverage their expertise and experience to help you craft your dynamic executive résumé and bio, help you transition into a new role within your company, and even train you for corporate board placement.

Take time to recognize the good around you.

#68

© 2014 New York Life Insurance Company, 51 Madison Avenue, New York, NY 10010Keep Good Going® is a registered trademark of New York Life Insurance Company, all rights reserved.

Life Insurance. Retirement. Investments. KEEP

New York Life is proud to sponsor

CALIBR'S 2014 Global Executive Forum

and Leadership Development Conference.

At New York Life, we recognize that

employees’ unique qualities often lead to

innovation, positive change, and a more

productive and dynamic workplace.

For more information about

New York Life visit us at

www.newyorklife.com/corporatecareers


GLOBAL EXECUTIVE SUCCESS

Running a Business in Another Country?

By Michael Wynne

The case continues now:Arriving at the plant the next day, George met with David, the sales manager, to get a status update. He also wanted to develop a better understanding of the market’s plusses and minuses, as well as the challenges that could derail the company’s operation.

David mentioned that, from his perspective, slow production was one of the main reasons the company was experiencing slow sales.

“How long does it usually take for the plant to produce an order” George asked.

“It usually takes anywhere from a week to 10 days,” George said. “Our clients, particularly the big government operations like the national defense department, want almost overnight delivery. They have to meet a lot of unexpected challenges. We have a good relationship with the government official there and, although it can be expensive, he intercedes on our behalf to gain extra time in deliveries.”

George looked somewhat confused. “What do you mean - it can be expensive?”

David smiled and said, “Well, as you know, it costs extra money to maintain good relationships with government officials.”

“What? Do you mean we bribe them?” George shouted.

David looked surprised. “Didn’t anyone tell you that is how companies do business here”?

George’s response was emotional. “What the hell is wrong with our company? Hasn’t anyone told you about the American government Foreign Corrupt Practices Act?”

This is third article in the George series. To read parts I and II, please refer to the 2015 Summer and Fall newsletters.

George Hurley, a senior plant manager, was selected by an American company to be CEO of a non-U.S. subsidiary. Throughout this series, he describes the challenges he faced and how he might have handled them more successfully if he had received The Global Executive Success Coaching Program.

How IMCA’s Global Executive Success Program WorksThe Global Executive Success Program is designed to help CEOs and other senior executives select and prepare new overseas assignees. To help the assignee expats, it also provides continuing On-Call Executive Coaching during the usually very difficult first six months of the assignment. To learn more about the coaching program, please e-mail [email protected].

3

thought. “They are responsible for managing and monitoring international operations. They should have taken measures to insure that no illegal actions were taking place.”

George’s next thought was to protect himself.

“Why should I run the risk of legal sanctions simply because I didn’t report what I discovered?” The more George thought about it, the more he felt he had been treated unfairly. Was he put into this situation intentionally? Was it a maneuver to save the company at his expense?

George was paralyzed. He kept asking himself, “HOW SHOULD I HANDLE THIS?”

George probably was not the best candidate for this job because of his lack of international experience. If he had participated in The Global Executive Success Program, he would have known what questions to ask before accepting his new assignment. The answers to those questions would have also benefited the company - if they were unaware of the situation.

As it stood, the company was in deep trouble, and if George didn’t do the right things, he would be, too.

On his way back to the hotel, George thought, “I am a loyal employee, but I am also loyal to my country. I will not hide this situation…”

George then told David about the FCPA and the consequences for American companies that bribed foreign officials, skipping the details about the company’s liability if found guilty of bribery, in case David might reveal the information publicly before George could alert headquarters to the situation.

After the meeting, George was ready to phone the company’s president, but realized he needed to think through his course of action. Executives including Jack Warren, his boss, and James Kellogg, VP of International Operations, should have known about this. How would they react if he told the president before them?

He knew his boss was on vacation and might be unreachable. As for James Kellogg, George knew he would have to explain the situation to Kellogg’s administrative assistant in order to get on his calendar, and George was uncomfortable sharing the information with anyone who didn’t absolutely need to know.

George thought through his options. He could send Kellogg an email describing the problem, but thought better of producing a paper trail. Still, he was concerned about his own liability if he didn’t disclose the information quickly.

“This has been going on for long enough that it’s considered ‘common practice,’” George

©201

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Every day on every continent, Accenture puts the power of diversity into action. By embracing an inclusive culture that supports diverse talent, our people collaborate successfully and enable Accenture to compete effectively in the global marketplace. To learn more, visit accenture.com/inclusionanddiversity

Our most fundamental messageis diversity.


Strategic decisions are, by nature, focused on the future. But who can predict with certainty things

like plunging crude oil prices, terrorist attacks or any other game-changing event? Or less dramatic events like a dip in market demand? No one. Because luck (good and bad) is always a factor in any outcome. The only thing under our control is the process used to arrive at the decision. We call “decision edge” the approach that combines behavioral science and decision analysis to move decision making out of the realm of intuition and art and into the realm of data and science.

While strategic decision making has always been difficult, in a highly disrupted digital marketplace, companies have to make their moves faster—and better—to keep up with the pace at which markets are changing. Successful competitors are those that are changing the way they make their strategic decisions. They do this by gaining, what we call, a “decision edge”—a process that removes the clutter of bias and hubris and moves deliberation from intuition and “art” to data and “science.” Those who gain the edge have built a capability that will put them ahead of rivals. Those that don’t aren’t as likely to survive in today’s increasingly frenetic business landscape.

Decisions, DecisionsThere are three overall flaws within decision making: 1) conventional views of what constitutes a quality decision are wrong, 2) more data does not mean better performance, and 3) confidence does not equate to competence.

According to Accenture Strategy research, more than 7 out of 10 senior executives have the misconstrued view that the quality of strategic decision making should be judged by the business outcome achieved.1 At first glance, this view may seem unassailable. But it’s

not. Companies need to get behind the process and stop focusing on the outcome as the measuring stick for whether a decision was good or bad. Because every decision can be negatively impacted by bad luck or positively impacted by good luck. And luck can’t be controlled. But the process can be. And a good process improves the likelihood of good outcomes.

Today, the business landscape is positively flooded with information. But all of this data and the corresponding investment in analytics isn’t having the positive impact on big business that many expected. In fact, since 2000, 52 percent of the Fortune 500 have either gone bankrupt, been acquired, or have ceased to exist.2 And along with an exponential data explosion, US public companies’ longevity has declined in lockstep. Now it’s half of what it was in 1970.3 Part of the problem is that

so much data comes from so many sources that ambiguity, inconsistency, and contradictions abound. On any particular topic, executives cultivate a point-of-view or belief, and a number of cognitive biases are complicit in the development of this belief. Since so much data exists, decision-makers can easily find information that supports their belief.

Too often, strategic decisions are also dangerously distorted by intuition and inadequate methods. According to Accenture Strategy research, 48 percent of executives interviewed about decision making named “intuition” as one of their top three tools.4 The problem is that intuition is unreliable in most cases. And executives are overconfident in their abilities and unaware of their vulnerabilities, with the worst performing companies in the study proving to be the most overconfident.

Decision Edge – Boosting competitiveness through “scientific” strategic decision makingBy Wayne Borchardt and Joost de Haas, Accenture Strategy

1Accenture Strategy Survey on Strategic Decision Making, 20152Accenture Technology Vision 20153Accenture Strategy analysis4Accenture Strategy Survey on Strategic Decision Making, 2015

Gaining the edgeSo what should companies do to gain the edge?

1. Less art, more science. Gaining the decision edge requires leading with a process—one based on rigorous practices that lead to better decision making by relying on hard facts instead of gut feelings.

2. Embed data analytics into strategic decisions, but with a twist. Yes, data can shine a light on decision making. Or it can confuse it if biases get in the way and executives use it to confirm flawed thinking.

3. Embrace diversity of opinion and skill. Mixing millennials with “old school” business people and creative thinkers with critical ones helps create a fertile ground for healthy debate among a diverse group of thinkers.

The edge of successCompanies can gain a competitive advantage—a decision edge—by changing their mindset, using data differently, embracing a diversity of skills, and following the right philosophy, process, and practices to drive success.

www.accenture.com/decisionedge

© 2014. Prudential, the Prudential logo, the Rock symbol and Bring Your Challenges are service marks of Prudential Financial, Inc. and its related entities, registered in many jurisdictions worldwide. Prudential Financial, Inc. and its affiliates, Newark, NJ.0237735-00002-00 A4286

WHEN DIVERSITY WORKS, SO DOES AMERICA.At Prudential, we’re proud to be a lead corporate sponsor of the CALIBR Global Leadership Network. We share CALIBR’s passion for developing future leaders, and are proud to be the lead sponsor for the ninth consecutive year.

prudential.com


This year’s event was held at Dryden Hall on May 12th and 13th and was attended by current members and Prudential executives.

Along with being welcomed by Prudential’s Senior Vice President of Corporate Human Resources and CALIBR Board member, Sharon Taylor, the new members were also joined by CALIBR Board member, Dele Odadpo, who provided his insights on leadership excellence and strategic influence. CALIBR8 coaches Dannielle Hawk and Jimmy Davis ended the orientation by guiding our new class members through an executive development planning exercise.

This year’s class includes 25 members who represent ten different organizations across a spectrum of industries and sectors that include: financial services, insurance, defense, manufacturing, sports clothing and accessories, food manufacturing, and law. They have been identified as high-potential leaders within their organizations and have demonstrated a strong commitment to community service.

As part of the company’s ongoing commitment to diverse talent, Prudential remains the lead sponsor of CALIBR, which provides mid-career African Americans with the requisite tools and resources to compete for business leadership positions in the global marketplace.

Prudential Financial Hosts the CALIBR Class of 2016

For the fifth consecutive year, Prudential Financial hosted a reception and orientation meeting to welcome new CALIBR Members.

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StudioJob #Date

LiveTrimBleedGutterPubP. Date

Sobol, TomMIXB-A45598-22-2014 11:40 AM

7” x 10”8.5” x 11”8.75” x 11.25”NoneCALIBR10/29/2014

__________ GCD__________ CD__________ AD__________ CW__________ AE__________ Traffic__________ Proof

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Member Profile

As a Director of Process of Management, Jessica leads a team of business analysts that supports technology initiatives and the agile transformation for the Individual Life Insurance division. Jessica is also an ordained minister and an associate pastor at Better Way Bible Church in Philadelphia. She is passionate about changing lives through teaching and also functions in administration.

Why did you join CALIBR?I joined CALIBR to take advantage of the development programs and be among like-minded people.

What is the most important benefit of CALIBR membership? While the development programs are excellent, I value the peer network the most. This is something that is often not understood until someone has been a member for some time.

What advice would you give to someone interested in CALIBR Membership?CALIBR is a network. Don’t just look at what CALIBR can do for one’s advancement, but think about what they can contribute to make the network stronger.

Why is strategic influence so important to you as a leader within your organization? Having strategic influence is important because it impacts your ability to effect change within any organization. Influence has a more lasting impact than power in and of itself. Strategic influence is a targeted way to improve the functioning of an organization and affords the ability to develop others along the way.

JESSICA BATTLEDirector, Process ManagementPrudential Financial

Member since 2010

EDUCATION:Temple UniversityBachelor of Business

Administration

University of PennsylvaniaMasters of Organizational

Dynamics

CERTIFICATIONS/AWARDS:Project Management

Professional (PMP)Certified Scrum Product

Owner (CSPO)

BRING US YOUR TOUGHEST CHALLENGES

To thrive in business today, you need to do more than meet the challenges in front of you. You need to anticipate the future and act decisively to achieve long-term success.

At Booz Allen, we focus on thinking forward, generating value, and implementing integrated solutions that address our clients’ toughest challenges. We bring that commitment to every engagement, whether helping formulate a new business strategy or working beside you to manage critical operations. From strategy to implementation to operations, we have the insight and experience to help our clients thrive.

www.boozallen.com/commercial


Mike is a Managing Director and Senior Business Strategy Executive with Accenture Strategy, and he is aligned to the Communications, Media & Technology Industry group. Mike also serves as the global lead for both the Media & Entertainment and Video Strategy consulting practices and works with clients primarily in the following fields: Television and Programming, Film Studios & Exhibitors, and Sports Leagues, as well as a few nonprofit organizations. His functional specialties are market entry and growth strategy, new product development, mergers and acquisitions, and operations strategy.

Why did you join CALIBR?I joined CALIBR because I wanted to become involved with an organization of talented executives that shared similar goals, interests, and aspirations as myself. I saw the career paths, accomplishments, and personal bonds that CALIBR members were creating for themselves and knew this would be the organization for me.

What advice would you give to someone interested in CALIBR Membership?I would advise prospective members to learn more about CALIBR by talking to existing members, as those conversations will allow you to gain valuable insights.

There are some great things to know about CALIBR and through those conversations, you’ll understand what you are committing to and how to get the most out of your membership before submitting your application.

Why is strategic influence so important to you as a leader within your organization? My firm Accenture Strategy is in the business of helping clients deal with strategic issues and opportunities – with potential impacts on revenues, profitability, market caps, and mission impact on the nonprofit side. Being a strategic thinker and having the ability to influence my clients, my teams, and my firm is key to my success as a strategy consultant. As a Managing Director, I am expected to lead the charge, and others look to me to drive positive outcomes for their businesses and their careers.

Charting and navigating the future is an important skill in business, and those who do it well tend to have highly successful careers. Strategic influence is a skill that can be learned and acquired. I have found that the more I focus on developing my personal capabilities around strategic influence, the further I move up the ladder in my organization.

Member Profile

MIKE CHAPMANManaging Director Accenture Strategy, Communications, Media & TechnologyAccenture Strategy

Member since 2015

EDUCATION:Case Western Reserve

UniversityMBA & MSM / Information

Systems

Cleveland State UniversityBBA

®, TM, © 2015 Kellogg NA, Co.

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Amani Brown has been promoted to Senior Brand Manager of Special K RTEC Innovation. In this role, she is responsible for managing the innovation, pipeline strategy, and execution for all new Special K cereal product launches and translating consumer insights into the development of new ideas and products. Amani was also appointed Co-Chair of Kellogg’s African-American Resources Group in March 2016.

Gresford Gray joined CAVU Advisors in January 2016 as a Chief Financial Officer (CFO) Advisor and Business Area Lead. CAVU is a finance and accounting consulting firm. The company is headquartered in Columbia, Maryland, and Gresford opened the Northern Virginia office. He is responsible for business development, managing a team of consultants, and providing CFO advisory services.

Hillary John was promoted to Director, Board Relations and Communications at AARP. In this role, she will work closely with the AARP Board of Directors as well as the CEO and executive team to ensure the smooth and effective functioning of the board-management relationship. As Director, she will also be responsible for overseeing and managing staff and the production of board communications for meetings.

Judy Hopkins recently joined Prudential’s Data & Digital Law Practice group in February 2016 after spending 16 years at New York Life Insurance. In this role, she counsels and advises Prudential’s U.S. Customer Office, as well as various other internal business units on new data analytics projects and other digital and cross-business initiatives aimed at transforming the customer experience across Prudential’s U.S. businesses.

Monique Jefferson recently transitioned to a new role as Head of Human Resources for the Global Chief Information Officer (CIO) and Business Services-Americas at Hogan Lovells. In this role, she is responsible for providing strategic advice and counsel to the CIO as well as leading the human resources operations across the firm’s Americas region. Along with developing and implementing the people agenda, she is also responsible for driving transformational change and evolving the culture of Hogan Lovells.

Tamra Billinghurst has transitioned to a new role as a Corporate Vice President of Learning and Development at New York Life Insurance Company. In this role, she provides learning services to enhance and improve organizational, departmental, and individual performance at the enterprise level. She collaborates closely with Human Resources business partners and talent leads throughout the company to offer multi-faceted development programs that support the organization’s business and workforce planning objectives and foster a highly engaged employee population.

Tilcia Toledo transitioned to a new role in FTI Consulting’s Bank Regulation and Governance Practice within the Forensic and Litigation Consulting segment. She is responsible for financial analysis, risk management, governance and stress testing engagements.

Members on the Move

WHAT IS IN A NAME?A brand should...

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convey Character

demonstrateAgility

informLeadership

encourageIntegrity

lendBreadth

reinforceReputation

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Documents

FALL 2013 ISSUE Summer 2016 … · overall strategy, placing deliberate focus on providing impactful development and leadership opportunities for CALIBR members. As we prepare for