christie-berger

All about Change and Simple Thinking with Richard Gerver, Acclaimed Speaker, Author and Instructor (Part II)

Mon, 16 Aug 2021 13:12:32 GMT

EPISODE #24 (PART II): RICHARD GERVER, ACCLAIMED SPEAKER, AUTHOR AND INSTRUCTOR - ALL ABOUT CHANGE AND SIMPLE THINKING

In today's episode, Christie had the opportunity to speak with Rob Ivy. Mr. Ivy is a strategic all-purpose executive with 25 years’ experience across a diverse set of industries. He has extensive experience managing various administrative and support services functions and has a track record of driving results by creating clarity, developing staff, and leading change. Rob leads Lee Company’s Support Services group, composed of five departments: Accounting & Finance, IT, People Services, Learning & Development, and Risk Management. He works alongside other senior executives to develop and implement financial and operational strategies across the organization. Rob also serves as a member of the company’s Board of Directors.

In Part II of Leading Forward's Season One Finale, Christie spoke with Richard Gerver. Richard Gerver has been described as one of the most inspirational leaders of his generation. He is an award-winning speaker, bestselling author, and world-renowned thinker. Richard began his career in education, most notably as headmaster of the failing Grange Primary School. In just two years, he famously transformed the school into one of the most acclaimed learning environments in the world. He was celebrated by UNESCO and the UK Government for its incredible turnaround.

Richard has since transitioned to the global stage where he uses his trademark humor and natural style to deliver passionate, provocative and authentic speeches. He draws upon the first-hand experiences and unique insights garnered from frontline education to explore the links between great leadership, human potential, change and innovation. His ability to connect experiences across many seemingly different environments helps people to expand their thinking and perception of potential. It is this authenticity and uniqueness which has helped Richard win him global acclaim and invitations to speak on the most recognized stages, including TED, the RSA and BBC radio.

The three core principles underpinning Richard's philosophy are communication, empowerment, and impact. He argues that great leadership is first and foremost about serving the needs of the people who work for you. His mantra: systems and structures change nothing; people do.

Notable Publications:

- Education: A Manifesto for Change

- Change

- Creating Tomorrow's Schools Today

- Simple Thinking

Connect with Richard Gerver on his website .

LEADING FORWARD with Christie Berger

Highlights: "All about Change and Simple Thinking (Part II)"

Brand authenticity and integrity are the most important aspects to consumers .
Today there is a higher expectation of companies to support social issues.
“The great idea could come from anywhere , in any moment and from any person -wherever they are in the organization.”
If employees feel their job has value and meaning , and can see the impact of their work-that becomes a very persuasive motivator for people.
Middle managers tend to face roadblocks by the people below them and above them.
“ Senior management should change the culture and expect the middle managers to find the super stars below them, and that is how their performance is measured.”
If people’s pay is determined by outperforming people , then there is no incentive for collaboration and teamwork .
“ Systems and structures change nothing , people do .” This is because oftentimes the systems and structures get in the way.
Organizational change requires a culture shift , and that takes time.
Starting small with organizational change can achieve results much quicker than attempting to change the entire organization by a singular launch date.
Taking people along with you means you “are not doing something to someone but they are along for the process .”
As teachers , parents , managers and leaders we must remember challenges bring learning , and sheltering too much becomes a hindrance to a person’s potential .

LEADING FORWARD explores how successful leaders and organizations thrive in spite of, and sometimes because of, challenge and uncertainty. Each conversation will reveal unique stories and experiences that will help others expand their own definition of leadership, explore tactics to address today’s challenges and identify new ways to leverage the opportunities that lie ahead.

About Christie Berger

Christie is an executive coach and expert in leadership development. In addition to her private coaching practice of over 14 years, Christie served as Head of Executive Coaching for Belmont University, Center for Executive Education and has collaborated with a variety of global consulting firms. She has worked with hundreds of leaders from small to Fortune 50 organizations.

Christie is also passionate about supporting women in leadership. She created and facilitates Fusion Leader Circuit, an executive development program for women leaders. Christie encourages her clients to push their growing edges in order to accelerate performance and reach their leadership potential.

In the News-Nashville's Most Inspiring Stories

Tue, 03 Aug 2021 15:12:53 GMT

Nashville Voyager - Community Highlights: Meet Christie Berger

The article below was published by Nashville Voyager's "Most Inspiring Stories" series. View the original article here .

Today we’d like to introduce you to Christie Berger.

Hi Christie, thanks for sharing your story with us. To start, maybe you can tell our readers some of your backstory.

As a seemingly successful twenty-something, I was in a national sales manager role within a large corporation and had checked all the boxes of “success” – money, benefits, work travel, etc. Yet, I realized that I was not fulfilled in the work I was doing. Therefore, I decided to quit my secure job and take the necessary steps to start my own executive coaching business. Yes, even when coaching was still fairly new, and most coaches were retired executives or “more seasoned” professionals.

In the very beginning, I sought out advice from a variety of well-intentioned people already in the industry. Good thing I didn’t actually take much of it! Many people thought that I was too young and needed more experience (or more of this or that). That said, what I did take away, early on, were two concepts that I hold onto to this day:

• To not compare your beginning to someone else middle or end – you will always come up short and hold yourself back

• To not limit yourself based on others limited views of what is possible

Gratefully, I relied on the persistence and resilience that I had developed early in life to navigate the sometimes-rocky terrain of starting a new business. Because I was younger with limited experience and connections, I had to be strategic and creative to build up my credibility and brand. I sought out partnerships, such as being the Head of Executive Coaching for the business school of Belmont University, short-term consulting projects in learning and development and even a weekly live radio show to help stretch and build up my skillsets. More importantly, I invested in myself by seeking out learning opportunities and certifications that would allow me to best serve my clients. I constantly pushed myself out of my comfort zone which is how we learn and grow (a foundational premise of the work I do as an executive coach).

I would be remiss not to reference that I am also a working parent. The question that still comes up: Can you have it all? I say yes, it just looks different everyday. Some days are a little more full or chaotic than others (recent example—I started the day with that little one chasing me out the door and into the driveway crying hysterically, then transitioned and spent the next 8-9 hours getting to coach and interact with 26 leaders representing 12 different Nashville organizations then wrapped up the day with parent-teacher conferences and the nightly routine), while other days run like a well-oiled machine with everyone feeling great.

Yet, at the end of each day regardless of how they play out, I am always thankful that I took the risks, followed my heart and I now get the privilege to work with some of the most amazing leaders and innovative organizations in Nashville and beyond.

My ultimate professional purpose is to make a difference by helping those I work with to enhance their performance and view of what is possible…. and for now, coaching of leaders and teams is my conduit for doing so. I am excited to see what the future holds.

Alright, so let’s dig a little deeper into the story – has it been an easy path overall and if not, what were the challenges you’ve had to overcome?

As a young person that overcame difficult circumstances, including being “on my own” since my junior year of high school, the difficulties of building a successful business or coaching practice seem minor. That said, the challenges of being an entrepreneur can be monumental. There were times that it would have been easier to give up and take a more secure internal role within an organization.

I always knew that patience and persistence would pay off. I purposely took the long view by taking on projects or partnerships that would help build my credibility and that aligned with my purpose. In doing so, I was able to 1) add value and 2) build relationships. In my industry (and in most industries), your relationships and network are the conduit to future opportunity.

Since I struggled early in my business on building the critical relational network needed to grow my practice, I vowed that once I was in a position of influence, I would be an intentional catalyst to bring people together. Today, I am purposeful with connecting people professionally with an emphasis on women leaders. This is a foundational premise of the Fusion program I run annually for Nashville-based women leaders. I truly believe that opportunity and growth derive from our connections…and hard work.

Appreciate you sharing that. What else should we know about what you do?

I consider myself a catalyst that helps organizations accelerate its performance by developing great leaders. As an executive leadership coach, I partner with organizations to work closely with their key leaders in an effort to make them more effective within their respective roles. This can be done in a 1:1 or small group format. I specialize in working with mid to senior-level executives. I choose to work with great companies that value their people and strive to build great cultures in order to meet their strategic objectives.

Through my work, I also identified a strong need to support women leaders in a different way. After benchmarking other women initiatives in the Nashville area, I built and launched Fusion in 2016, a 12-month executive development program for women. The program is in its fifth year serving women leaders from over 25 Nashville area organizations. Fusion ignites learning through neutral forums connecting women leaders across industries and communities. Through group coaching sessions, private speaker sessions and community events, participants strengthen their networks; which are the conduits to opportunities, resources, learning and heightened performance. This is a program I am very proud of, in addition to my coaching practice of over 13 years and my new podcast, Leading Forward with Christie Berger.

In terms of your work and the industry, what are some of the changes you are expecting to see over the next five to ten years?

The professional coaching and development industry is continuing to evolve. A trend that I see for coaching in particular is that it is becoming more accessible for individuals and leaders earlier in their careers. There are a few reasons for this.

• Rapid Pace of Change – Leaders at all levels are required to adapt at a much faster rate. Organizations are realizing that they need to equip their people with the ability and mindset to seek out and embrace new ways of working on a continuous basis.

• Technology – There are more platforms and tools that allow coaching professionals to “reach and support” more people.

• Individual Development Ownership – As the working norms shift, more people are taking ownership of their own development and career paths. This leads people to reach out directly for coaching support rather than solely depending on their organizations to provide a coaching resource.

As the business environment and working norms continue to evolve, so will the professional coaching and development industry. In coaching, we say “we meet the client where they are”. I think at the macro level the coaching industry will adjust to meet the collective needs of the organizations and leaders that they serve.

All about Change and Simple Thinking with Richard Gerver, Acclaimed Speaker, Author and Instructor (Part I)

Mon, 02 Aug 2021 14:30:11 GMT

EPISODE #23 (PART I): RICHARD GERVER, ACCLAIMED SPEAKER, AUTHOR AND INSTRUCTOR - ALL ABOUT CHANGE AND SIMPLE THINKING

In Part I of Leading Forward's Season One Finale, Christie spoke with Richard Gerver. Richard Gerver has been described as one of the most inspirational leaders of his generation. He is an award-winning speaker, bestselling author, and world-renowned thinker. Richard began his career in education, most notably as headmaster of the failing Grange Primary School. In just two years, he famously transformed the school into one of the most acclaimed learning environments in the world. He was celebrated by UNESCO and the UK Government for its incredible turnaround.

Notable Publications:

- Education: A Manifesto for Change

- Change

- Creating Tomorrow's Schools Today

- Simple Thinking

Connect with Richard Gerver on his website .

LEADING FORWARD with Christie Berger

Highlights: "All about Change and Simple Thinking (Part I)"

As a parent , it can be difficult to sit back and support your child when they make decisions you may not agree with.
“Some of our most highly qualified , highly gifted , highly talented professionals are the ones that find change most challenging .”
People that have never failed , made mistakes or experienced real adversity tend to walk away .
Adversity and mistakes present an opportunity for the individual to persevere .
“The more time you invest in people at the human level, they will give it back to you in Spades .”
Building your people up develops the most loyal , connected and capable people in your organization.
There is no shortcut to having the best team , it starts with the leader investing in their team members .
Psychological safety is at the core of the most successful corporations.
“Lack of control” is a key component in a person feeling uneasy about change .
Leaders must ensure that their team is curious enough about the upcoming change and fostering conversation /an environment where questions can be asked.
Acknowledging that “every single person’s lived experience has been different,” should urge a leader to listen, first.
Decisions evolve as you listen and have collective or relative experiences in the organization.

About Christie Berger

Leading to Align and Motivate your Teams with Ann Hatcher, EVP & Chief Human Officer at Wellpath

Mon, 19 Jul 2021 12:28:01 GMT

EPISODE #22: ANN HATCHER, EVP & CHIEF HUMAN OFFICER AT WELLPATH - LEADING TO ALIGN AND MOTIVATE YOUR TEAMS

In today's episode, Christie spoke with Ann Hatcher. In April of 2019, Ann Hatcher joined Wellpath as their Chief Human Resource Officer. Prior to joining Wellpath, Ann served more than two decades with HCA where she held a number of positions and was a proven healthcare and human resources leader. Throughout her career, she has demonstrated the ability to build a culture of highly effective and engaged healthcare professionals committed to delivering quality health outcomes for patients.

Since joining Wellpath, she has repositioned the Human Resources team to support the execution of business results through leading candidate attraction, employee retention, and leadership development initiatives. 2020 brought a new challenge to the human resource departments across the country with the Covid-19 pandemic and the myriad of employee challenges that followed. Under Ann’s leadership not only did Wellpath announce in early April, enhanced bonuses, but also increased paid time off, and other benefits to help the thousands of frontline team members in sites providing clinical care during the coronavirus crisis.

Connect with Ann Hatcher on Linkedin .

LEADING FORWARD with Christie Berger

Highlights: "Leading to Align and Motivate your Teams"

2020 was the “year of HR leadership” because organizations relied heavily upon their HR team to keep moving forward.
Getting organized and assembling key leaders is important to make sure everyone is on the same page.
Expert council is necessary to review data and then develop a plan to accomplish the organization’s goals.
Blurred lines can lead to burnout among staff and it is up to leaders to monitor their people.
Communication cues act as a strong indicator of burnout. Things like looking down at your phone or cutting someone off during a call.
Supporting a direct report or your team begins with the leader being present.
Listen to what’s on the surface , listen to what is not being said , and then a leader can better understand how to support .
Meaningful work, opportunity to influence, and learning something new are key motivators for many people in the job search.
It is not the work that messes people up when they make a transition , it’s the culture .
Do new hires read the culture, understand the culture and help move the culture to where it needs to be?
Learning the unwritten “rules of the road” depends on relationship building and starting slow enough but getting early wins.
The corporate office is a symbol to represent what is important in the culture .

About Christie Berger

Redefining Success and Priorities of a Global Business Unit During Immense Change with Emily Poladian, President at Firestone Industrial Products

Mon, 05 Jul 2021 13:14:45 GMT

EPISODE #21: EMILY POLADIAN, PRESIDENT AT FIRESTONE INDUSTRIAL PRODUCTS - REDEFINING SUCCESS AND PRIORITIES OF A GLOBAL BUSINESS UNIT DURING IMMENSE CHANGE

In today's episode, Christie spoke with Emily Poladian. Emily is the President of Firestone Industrial Products . As President, Poladian oversees all aspects of the FSIP business, including management of the more than 1,500 employees around the world who play an integral part in the company’s growth and commitment to designing industry-leading technology to eliminate vibration in global transportation.

Emily joined Bridgestone in June 1995. She began her career with Firestone Industrial Products Company, LLC (FSIP) as a Product Engineer and was named Sales Engineer for Industrial Sales four years later. In March of 2003, she was appointed Senior OEM Sales Engineer where she was responsible for several major truck and suspension builder accounts. In June of 2009, Poladian was named Manager, North and Central American Distributor Sales responsible for Aftermarket, OES, and Industrial sales.

Connect with Emily Poladian on Linkedin .

LEADING FORWARD with Christie Berger

Highlights: "Redefining Success and Priorities of a Global Business Unit During Immense Change"

Transitioning into a new role requires a lot of navigating - developing the right structure and team.
COVID gave an opportunity for teams to communicate more frequently and move things along more quickly.
Leaders must be transparent with their team - it allows team members to understand the “why” around certain decisions.
Part of leadership’s job is to have aspirations for the organization , but those aspirations have to become inspiration for members in the organization.
Cultural sensitivity around communication is important for global teams .
Surveys and feedback are great metrics to determine that all members are understanding what leadership is communicating .
One-on-one conversations or small group conversations lead to better qualitative “pulse checking” to receive feedback/understand engagement from the team .
The effectiveness of the team and its culture are indicators of a team leader’s success.
Setting the broad vision and then empowering the leaders in your team to lead at their level in the organization .
It is okay for women to be intentional with their goal setting (for both career and personal life), you do not need to be apologetic for any of your goals.
Owning where you want to go , laying out the groundwork to get there, advocating for it (and yourself) and then planning accordingly will help you accomplish your plan.
Focusing too much on the “growth areas” of the business is not sustainable , developing balance between the “growth” and “bread and butter” lead to balanced success.

About Christie Berger

Compassionate Care, Systemic Change and Mental Health at Work with Jaclyn Pritchett, SVP of Human Resources at Brookdale

Mon, 21 Jun 2021 14:08:57 GMT

EPISODE #20: JACLYN PRITCHETT, SVP OF HUMAN RESOURCES AT BROOKDALE - COMPASSIONATE CARE, SYSTEMIC CHANGE AND MENTAL HEALTH AT WORK

In today's episode, Christie spoke with Jaclyn Pritchett. Jaclyn Pritchett is the Senior Vice President of Human Resources at Brookdale Senior Living . Prior to Brookdale, she was at Bridgestone Americas, Cracker Barrel Old Country Store, and worked within the auto industry, government & non-profit sector, and consulting. Jaclyn previously served on the Board of Directors for MT|SHRM, and currently serves as the Executive Sponsor for the Leadership Development Program. She also currently serves on the Board for New Frontiers, and is President of the Board for Crowned for Ashes.

Jaclyn is PHR and SHRM-CP certified, and has her M.A. in Industrial Organizational Psychology from MTSU. She received her B.A. in Psychology with minors in Business and Spanish from Auburn University where she graduated Summa Cum Laude, and was Captain of the lacrosse team. She was the recipient of the 2020 McKnight Women of Distinction Rising Star Award, 2020 Brookdale Servant Heart Award, 2016 Nashville Emerging Leader HR award, 2015 Cracker Barrel “Best of the Barrel” award, and 2014 State of TN SHRM HR Management Excellence Award.

Connect with Jaclyn Pritchett on Linkedin .

LEADING FORWARD with Christie Berger

Highlights: "Compassionate Care, Systemic Change and Mental Health at Work"

COVID-19 has provided businesses with a real-life case scenario that cannot be taught in training classes.
A few business lessons like variables changing every day and making decisions across the nation, are products of 2020.
During a crisis, an organization will be successful if the right procedures were set up prior in the weeks or months before.
Recognizing your leaders , both publicly and privately, is critical for human resources.
Discussions around mental health are necessary because “What’s going on at home is affecting people at work and people need to bring their whole self to work .”
Recharging , “What happens during the loss of control in a crisis?”, Zoom fatigue , guilt, & burnout are conversation starters to let your people know they are not alone.
What support mechanisms are set up in your organization to support your people’s mental health ? What roles are dedicated to this?
Step one of systemic change is integrating the new policy into the system . Step two is working to integrate it with your managers and other employees.
Compassionate leadership is a tool for leading during a crisis.
Growing vertically in an organization is standard. Growing horizontally is not as common and having a “playground” of options is ideal.
Creating and letting people see what is possible in the organization , supports employees to develop as individuals and leaders.
Taking risks and saying ‘yes’ to things that you may not check every checkbox , may seem scary at first but can pay off.

About Christie Berger

Driving Growth and Developing Leaders by Letting Go with Greg Baumer, CGO at naviHealth

Mon, 07 Jun 2021 13:01:20 GMT

EPISODE #19: GREG BAUMER, CGO AT NAVIHEALTH - DRIVING GROWTH AND DEVELOPING LEADERS BY LETTING GO

In today's episode, Christie spoke with Greg Baumer. As Chief Growth Officer at naviHealth , Greg Baumer serves many of naviHealth’s external functions, including sales, account management, marketing, partnerships, and new solution development. Greg has spent the majority of his career focused on health care, including prior roles in healthcare investing at Advent International and healthcare consulting at McKinsey & Company. When he is not at work, Greg loves to explore Nashville’s burgeoning restaurant scene with his wife and go on “bear hunts” (i.e., family walks) with his three young kids.

Connect with Greg Baumer on Linkedin .

LEADING FORWARD with Christie Berger

Highlights: "Driving Growth and Developing Leaders by Letting Go"

In navigating a crisis , leadership must be ready to expedite necessary change.
To drive growth, it is important to raise your people up and equip them with the resources necessary to support them in their role.
“If I am leading a function , my job is to build up those leaders and put them in a position to lead. They have to do it . I cannot do it for them.”
Moving up in an organization may require letting go of the things that made you successful in your previous role.
Outside of performance reviews, a leader should encourage their team members to have personal development goals and then check-in on their progress during one-on-ones.
Individual goals will help the leader be accountable to allow their team to test different options that allow the team to achieve those individual goals.
Part of the fun in business is engaging in detailed problem solving . When your role evolves you become more involved in people development, that can be hard to balance.
As a leader, only worry about the 2-3 things that could be “catastrophic” if they go wrong. Everything else-allow your leaders to have more bandwidth.
A “pulse-check” on the organization involves asking questions like, “How can I better support the organization” or “Are there any potential issues my leaders will face.”
The best leaders have a great intersection of both confidence and humility .
Having clear development goals can begin with copying your favorite leaders . Think about their story, because there is no need to “reinvent the wheel.”
Sometimes we cannot see what is right in front of us , so just ask , it can be that simple. That shows humility and continuous growth.

About Christie Berger

The Impact of Surrounding yourself with Extraordinary People with Cordia Harrington, CEO & Founder at Crown Bakeries

Mon, 24 May 2021 05:00:04 GMT

EPISODE #18: CORDIA HARRINGTON, CEO & FOUNDER AT CROWN BAKERIES - THE IMPACT OF SURROUNDING YOURSELF WITH EXTRAORDINARY PEOPLE

In today's episode of Leading Forward, Christie spoke with Cordia Harrington. Cordia Harrington is CEO and founder of Crown Bakeries , a highly-automated, high-speed baking company that bakes over 10 million baked goods daily and employs more than 800 people, serving elite customers in the United States, South America and the Caribbean. As CEO, Ms. Harrington guides the executive team to successful planning, business development, sales and marketing, and brand management.

Ms. Harrington serves on the Ascent Global Logistics Board of Directors and the Belmont University Board of Trustees. She is past chair of the Chief Executives Organization Board of Directors and a member of the American Bakers Association Board of Directors (President-Elect). She serves as a judge for the EY Entrepreneur of the Year National Award judging panel.

Connect with Cordia Harrington on Linkedin .

LEADING FORWARD with Christie Berger

Highlights: "The Impact of Surrounding yourself with Extraordinary People"

“Every leader’s job is to give hope and see the possibilities .”
Leaders need to be resourceful and open to change.
“Great leaders are able to deliver the truth , even when it is painful , it is hard or it hurts . Authentic leaders are not afraid to be themselves .”
If there is disagreement in the team , is the team able to disagree and commit? To continue working together , despite the potential conflict ?
Buy-in is necessary for leadership teams. Once the team has “ bought ” the vision , the more excited and hopeful they are. They will then present the opportunity to their team.
Leaders must recognize that development includes career pathing , people can select out/opt-out and life stages change, people also reprioritize their life. It is okay if team members must leave the organization, in the name of development.
Micromanaging team members gives an impression that their supervisor does not trust them and it can spiral quickly.
Technical and functional expertise often are qualifiers for promotions and for team members to transition “up” in the organization. However, those skills do not translate to leadership .
Who we surround ourselves with and what we read are two factors that play into a leader's success .
When you are around people that do extraordinary things , you realize that YOU can do extraordinary things.
“Making money is not the most important thing, but I think it is more about overcoming challenges and doing things that you think are absolutely impossible , and it makes it so much fun .”
A grave mistake leaders tend to make is not thinking big enough . Instead, have hope and make one step in moving forward.

About Christie Berger

Developing a Great Work Culture and Leveraging the Collective with Beth Chase, Entrepreneur

Mon, 10 May 2021 12:29:23 GMT

EPISODE #17: BETH CHASE, ENTREPRENEUR - DEVELOPING A GREAT WORK CULTURE AND LEVERAGING THE COLLECTIVE

In today's episode, Christie interviewed Beth Chase. Beth R. Chase is a serial entrepreneur, corporate board director, and community leader. She was the founder and CEO of c3/consulting, growing the firm to the largest in Middle Tennessee prior to merging with Ankura Consulting Group. Beth has collaborated with c-suite leaders in an array of industries that include private equity, healthcare, finance, banking, insurance, distribution, logistics, publishing, business services, and technology. She co-founded a successful technology consulting firm prior to starting c3. Her career began with IBM, where she held a variety of sales, financial, and consulting positions.

Connect with Beth Chase on Linkedin .

LEADING FORWARD with Christie Berger

Highlights: "Developing a Great Work Culture and Leveraging the Collective"

Working in the community is a “triple play” -you make an impact , grow your leadership skills, you’re making new connections , and growing your network .
There isn’t one work culture that works for everyone, leaders need to find what is most natural for their organization.
“Leverage the collective” in a work culture looks like helping and supporting one another, leaning on each other, and challenging/building on ideas.
Leading based on your values , when done right, is not a “check-the-box” task. Instead, when it is incorporated into every aspect of the business, it becomes the company’s work culture .
“Start with the heart,” means to look at the individual first . It does not mean you “end with the heart” (and make poor business decisions), instead, it allows you to have meaningful connections with your team.
Employees cared more about their organizations in 2020. Employees stepped up and had an opportunity to take a new seat at the table.
Leaders poured more into their people and reflected on how people and teams function.
Culture is just a collection of behaviors and does not come about on its own. Great leadership is how culture is manifested.
Great leaders must have the ability to inspire , delegate and mentor others.
How to delegate: start by figuring out what you really love and are good at in the organization. Then determine where the holes are and delegate those items .
Leaders must always be learning.
Opportunities come from relationships. Networking and building relationships go hand in hand.

About Christie Berger

Leveraging Change to Enhance Your Purpose and Value to All Stakeholders with Kip Hallman, President at Wellpath

Mon, 26 Apr 2021 14:46:03 GMT

EPISODE #16: KIP HALLMAN, PRESIDENT AT WELLPATH - LEVERAGE CHANGE TO ENHANCE YOUR PURPOSE AND VALUE TO ALL STAKEHOLDERS

In today's episode, Christie spoke with Kip Hallman, President at Wellpath . Kip has more than 30 years of diverse experience, including co-founding and growing a large national healthcare services company and leading the turnaround of a national diagnostic imaging provider. He has a passion is leading teams to achieve great results. 2020 brought extraordinary challenges not only to Wellpath but across the country with the Covid19 pandemic and the myriad of business challenges that followed. Kip’s passion for leading teams proved invaluable as an integral part of the Wellpath Covid19 Executive Task Force, made up of multi-disciplinary leaders from around the organization. The Task Force met multiple times a week and constantly worked to ensure our partner agencies, our sites leadership and home office staff had the up to date information and resources they need to manage the pandemic and most importantly kept our staff, our partners and our patients safe. His new challenge is charting Wellpath’s “New Normal”.

Connect with Kip Hallman on Linkedin .

LEADING FORWARD with Christie Berger

Highlights: "Leveraging Change to Enhance Your Purpose and Value to All Stakeholders"

To pivot a crisis, an organization must first have their top leaders in alignment before speaking to the rest of the team.
Setting vision for the organization relies upon the repetitive nature of messaging to have it align across the organization.
Communicating to make a change depends on saying it “seven times in seven different ways.”
Leaders must be repetitive in their messaging and demonstrate that they “believe in this.”
“If your organization is doing business the same way a year from now, as it was a year prior, then you’ve let an opportunity go by .”
Virtual calls may allow organizations to have more touchpoints with stakeholders throughout the year, and less in person.
Utilizing technology moving forward past COVID, will help less “wear and tear” on team members.
Building trust within the organization is the most important thing and starts with building trust with each other and with stakeholders.
Authenticity , integrity and doing the right thing are all critical aspects to great leadership.
Core intention and purpose manifest in many ways depending on different leadership styles and the uniqueness of the situation.
If you build the right type of organization, “the best people do not need to be managed.” Meaning, your organization will be a place people want to be.
There is a difference between leading and managing your team.

About Christie Berger

The Financial Impact of Leading with Transparency, Heart and Putting Employees First with Sherry Deutschmann, Entrepreneur, CEO and Author

Sun, 11 Apr 2021 22:19:16 GMT

EPISODE #15: SHERRY DEUTSCHMANN, ENTREPRENEUR, CEO AND AUTHOR - THE FINANCIAL IMPACT OF LEADING WITH TRANSPARENCY, HEART AND PUTTING EMPLOYEES FIRST

In today's episode, Christie sat down with Sherry Deutschmann. Sherry is a serial entrepreneur, author, and passionate advocate for entrepreneurship. In 2019, Sherry founded BrainTrust, a company dedicated to helping women entrepreneurs grow their businesses to $1 Million in annual revenue…and beyond. Prior to founding BrainTrust, Sherry was founder and CEO of LetterLogic, Inc., a company she grew to $40 Million and sold in 2016. LetterLogic was named an INC 5000 company (fastest-growing privately held businesses in the US) for ten consecutive years.

Sherry attributes the success of LetterLogic to its unique culture in which the needs of the employees came before those of the customer or shareholder. That culture led Sherry to be recognized by EY as one of their 2009 Entrepreneurial Winning Women and LetterLogic was featured in the New York Times, Forbes Magazine, Business Leaders, INC, and Fast Company. Sherry was honored by President Barack Obama as a White House Champion of Change in 2016.

Sherry’s book, Lunch with Lucy – Maximize Profits by Investing in your People – was released in March 2020.

Connect with Sherry Deutschmann on Linkedin .

LEADING FORWARD with Christie Berger

Highlights: "The Financial Impact of Leading with Transparency, Heart and Putting Employees First"

Employees will not care about their work if the organization’s leaders do not care about them.
Inspiration can come from things that are not inspiring and ideas to fix that.
Leaders need to think about every team member , not just the ones in “ glamorous ” positions.
Worrying about utility bills, child care or insurance bills takes a toll on employees . If their employer gets rid of that for them, the employer will gain “ trust points .”
How do we as leaders drive commitment to the organization and to one another?
“I would advise anybody in leadership to take the time and break bread with the people that report to you , and it doesn’t have to be fancy.”
Just listening to your employees doesn’t do much , acting based on what you hear creates sustainable change .
If you treat your employees right , they won't carry the burden on their own.
Putting employees first is a really good business model .
“It wasn’t just my family that I was trying to support, it was those 50+ other families and their extended families ."
Empowering women is necessary and can begin in any organization.
A byproduct of a successful business is gaining influence; it is imperative that when given a "megaphone," leaders empower all of their employees and use their influence to give everyone a better chance at success.

About Christie Berger

Leading with Care from a Distance and Redefining Success with Chris Bird, EVP & COO at Life Care Services

Mon, 29 Mar 2021 14:56:28 GMT

EPISODE #14: CHRIS BIRD, EVP & COO, LIFE CARE SERVICES- LEADING WITH CARE FROM A DISTANCE AND REDEFINING SUCCESS

In today's episode, Christie sat down with Chris Bird. Capitalizing on his reputation as a change agent, Chris Bird brings his expertise to the communities LCS serves. By leading operations, building community occupancy, fostering capital partner relationships, and developing new business, Chris implements strategies to deliver on the expectations of owners and shareholders. As executive vice president, chief operating officer, Chris oversees Life Care Services , CPS, asset management, procurement, and onboarding operations. His ability to analyze issues, devise continuous process improvements, and incorporate business process initiatives drives performance improvement for the overall operation.

Connect with Chris Bird on Linkedin .

LEADING FORWARD with Christie Berger

Highlights: "Leading with Care from a Distance and Redefining Success"

Life Care Services put a team together to start crisis planning for COVID in late February when the first cases were being reported in the West Coast.
Communication and recognizing the organization could experience burnout from their employees.
It is important to ask yourself as leaders, “How can I help my team with the small things ?”
If your organization has great leaders , the leaders likely hired great people and you need to make sure you take time off . This shows that you trust your team(s).
If your batteries die , you will not be able to meet the needs of your team.
COVID has shown a greater rise in employee burnout because our brains need to focus harder on video calls. We may have had the same number of meetings pre-COVID, however it was easier for our brains to focus.
Leaders need to stay focused on the need in the present. With so many potential distractions , it is important to center yourself so that you can make better decisions.
You can only do the best you can do with the information in the moment .
Listening can also be practiced by asking lots of questions to truly understand what your team members are saying.
Education never ends and thinking you have nothing left to learn is going to stop a leader from growing.
Storytelling is powerful and can include your story or someone else’s story, and lay out new perspectives or lessons to the listener.

About Christie Berger

Communications, Marketing and Leading Through Change with Suzanne Reed, CMO at LBMC

Mon, 15 Mar 2021 04:50:47 GMT

EPISODE #13: SUZANNE REED, CMO, LMBC- COMMUNICATIONS, MARKETING AND LEADING THROUGH CHANGE

In today's episode, Christie sat down with Suzanne Reed. Suzanne is currently the Chief Marketing Officer for the LBMC Family of Companies, the largest professional services firm in Tennessee and ranked in the top 20 across the southeast. She has more than 25 years of experience in the financial services, professional services, and payments industry. Suzanne is an executive business leader with a proven track record of enhancing brand equity, revenue and market share. She champions growth by using an integrated approach to marketing and sales that produces profitable results. An innovative entrepreneur, Suzanne has created new lines of business, new processes, ground-breaking policies and procedures for profit as well as not for profit organizations. Inquisitive from birth, she believes in challenging herself and those around her and continually striving to be better. And has a personal passion for giving back by helping others in their careers through networking and sharing life lessons.

Connect with Suzanne Reed on Linkedin .

LEADING FORWARD with Christie Berger

Highlights: "Communications, Marketing and Leading Through Change"

Marketing is constantly changing and evolving and touches the operations of an organization.
It is all about the personal touch with marketing. Technology is just a tool we can use.
There are always lessons learned with crises .
Blending and being innovative helps an organization pivot and navigate change , this leads to building a new path forward.
Even if you are around certain messaging , by osmosis, something is going to sink in .
Leading through COVID and adapting means that a leader must meet their team where they are at .
At LBMC, the opportunity to meet in person was met with hesitancy from several team members and others were more than excited to be back.
Strong leaders encourage their team members and help them feel comfortable in a hybrid work environment.
COVID has equipped organizations with new tools and moving past the pandemic, organizations will use Zoom, Microsoft Teams, etc. in new ways to benefit the workforce to build a new type of team.
Marketers need to believe in the brand’s purpose in order to be successful.
Leadership is all about supporting others and recognizing the impact of our words to build people up.
Strong leaders know that “everyone doesn’t need to look like me” and leaders build off of other’s strengths .

About Christie Berger

The Connection Between Vulnerability, Reflection and Building a High Performing Team with Jenny Butler, CPO at Ingram Barge

Tue, 02 Mar 2021 00:21:38 GMT

EPISODE #12: JENNY BUTLER, CPO, INGRAM BARGE- THE CONNECTION BETWEEN VULNERABILITY, REFLECTION AND BUILDING A HIGH PERFORMING TEAM

In today's episode, Christie sat down with Jenny Butler, CPO at Ingram Barge . Jennifer has 30 years of professional Human Resource experience. She started her career in Organization Development and eventually became HR leader for companies in the transportation, distribution, and professional services industries. Currently, Jennifer is Chief People Officer for Ingram Barge Company headquartered in Nashville, TN. In her role, she oversees Human Resources for 1750 inland waterway mariners and 500 shore associates who provide logistics and transportation services.

Jennifer’s expertise is in managing organizational change efforts like ERP implementations, M&A transactions, and business transformation. She leverages her unique capabilities in talent assessment and change leadership to drive the success of these initiatives. She received her B.S. in Psychology and M.S. in Organization Communication from Murray State University.

Connect with Jenny Butler on Linkedin .

LEADING FORWARD with Christie Berger

Highlights: "Team Communication, Vulnerability & Being a Flexible Leader"

Leading with perspective and creating plans while leading with your heart .
It is important to understand and appreciate where customers and manufacturers are coming from. Understanding both sides is critical .
“ Lead with passion ” and “not try to be what someone else is expecting you to be as a leader.”
It is okay to be vulnerable with your team and to accept vulnerability as a leader
Mentors are important because they help you “see yourself differently”
“As the pace of change accelerates, we don’t have to run faster; we need to lead smarter .”
The organization needed to be more patient and listen while being more flexible .
Continuing to enhance the organization’s appreciation was necessary to stay active in the community.
Communicating better as a team: transitioning to video communication and rolling out an internal social media platform to have more personal interaction .
Weekly check-in with team members and leadership and a “pulse survey” has helped the organization pivot based on team member feedback
Moving forward after COVID-19, the organization will have a more flexible work schedule. Managing balance in work and life is important and the pandemic has shown ways to be more intentional with communication.
Opportunities facing the natural gas industry: to continue to invest in technology and infrastructure to utilize natural gas in different ways that are more environmentally sound .

About Christie Berger

Team Communication, Vulnerability & Being a Flexible Leader with Jimmy Staton, CEO at Southern Star Central Gas Pipeline, Inc.

Mon, 22 Feb 2021 20:57:51 GMT

EPISODE #11: JIMMY STATON, CEO, SOUTHERN STAR CENTRAL GAS PIPELINE- TEAM COMMUNICATION, VULNERABILITY & BEING A FLEXIBLE LEADER

In today's episode, Christie sat down with Jimmy Staton. Jimmy D. Staton serves as the President & Chief Executive Officer of Southern Star joining the Company in December 2016. Mr. Staton has extensive experience in the energy industry. Before joining Southern Star, he served as the Executive Vice President and member of the Board of Directors for Venture Global LNG. Prior to his work with Venture Global, he served as Executive Vice President of NiSource and the Chief Executive Officer of the Columbia Pipeline Group, Northern Indiana Public Service Company and the Columbia Distribution Companies.

Mr. Staton served in several Senior Executive roles with Dominion Energy where he led Dominion’s Natural Gas, Electric Transmission and Distribution and Telecommunications operations. Prior to joining Dominion Energy, Mr. Staton was President, Regulated Operations, for Consolidated Natural Gas.

Connect with Jimmy Staton on Linkedin .

LEADING FORWARD with Christie Berger

Highlights: "Team Communication, Vulnerability & Being a Flexible Leader"

Leading with perspective and creating plans while leading with your heart .
It is important to understand and appreciate where customers and manufacturers are coming from. Understanding both sides is critical .
“ Lead with passion ” and “not try to be what someone else is expecting you to be as a leader.”
It is okay to be vulnerable with your team and to accept vulnerability as a leader
Mentors are important because they help you “see yourself differently”
“As the pace of change accelerates, we don’t have to run faster; we need to lead smarter .”
The organization needed to be more patient and listen while being more flexible .
Continuing to enhance the organization’s appreciation was necessary to stay active in the community.
Communicating better as a team: transitioning to video communication and rolling out an internal social media platform to have more personal interaction .
Weekly check-in with team members and leadership and a “pulse survey” has helped the organization pivot based on team member feedback
Moving forward after COVID-19, the organization will have a more flexible work schedule. Managing balance in work and life is important and the pandemic has shown ways to be more intentional with communication.
Opportunities facing the natural gas industry: to continue to invest in technology and infrastructure to utilize natural gas in different ways that are more environmentally sound .

About Christie Berger

The Thread Issue No. 3

Tue, 16 Feb 2021 17:28:04 GMT

Letting Go and Delegation

The theme that emerged in my coaching practice this past month had me replaying the very popular Disney song, “ Let It Go ” over and over in my head. As many organizations are in the midst of significant changes, many leaders are struggling with what to hold onto and what to let go of - figuratively and literally.

The struggle to delegate has often been a challenge for leaders during times of change and transition, especially when moving into higher levels of leadership. Now it seems the stakes are higher, and the spotlight is brighter to get things “right.” With all of this pressure, albeit some self-imposed, many leaders are falling back on old habits of, “I will just take care of it myself.”

Their motives for this approach may fall on the spectrum of being altruistic (I want to protect my overworked team) to self-serving (I want to ensure it is “correct”). For others, the current climate of leaner teams and increased workload is just revealing that some leaders have not been that proficient in delegating all along.

If you are finding yourself impulsively rolling up your sleeves, having no one to delegate to or on the edge of burnout more often these days, you may want to reevaluate your relationship with delegation.

A few questions to consider:

Am I truly leading at my level and doing only what I can do in the role I am in?
What does my calendar say about my ability to delegate?
What assumptions am I making about my team’s capacity and capabilities?
What is my understanding of HOW to effectively delegate?
How is NOT delegating effectively impacting my team and the perception of my ability to lead?

Remember, letting go and delegating effectively allows you to lead at the highest level of your skills and abilities, and it also provides other colleagues the opportunity to engage, grow and develop their own capabilities. Ultimately, a cornerstone and outcome of successful leadership.

Until next time,

Christie

How Mission Guides Decision Making and Culture with Ray Brocato, CEO at The Next Door

Fri, 12 Feb 2021 21:44:19 GMT

EPISODE #10: RAY BROCATO, CEO, THE NEXT DOOR- HOW MISSION GUIDES DECISION MAKING AND CULTURE

In today's episode, Christie sat down with Ray Brocato, the CEO of The Next Door . The Next Door is a non-profit organization dedicated to serving women in crisis, equipping them for lives of wholeness and hope. The Next Door provides services to women who are impacted by addiction, mental illness, trauma and/or incarceration. In recognition of the common need among residents for mental health and addiction counseling, The Next Door provides an integrated model to address the co-occurring disorders. A professional team of counselors, case managers, nurse practitioners – both medical and psychiatric, medical doctors, masters level social work interns, mentors, and job coaches complete the staff to provide comprehensive coverage to residents’ needs.

Connect with Ray Brocato on Linkedin .

LEADING FORWARD with Christie Berger

Highlights: "How Mission Guides Decision Making and Culture"

Addiction is a ripple effect that impacts everyone around them.
Recovery never ends , it is a lifelong process.
Reminding team members to take time off and to take care of themselves is crucial to fight burnout.
Addiction treatment is hard and a pandemic has led to an additional layer of stress.
Knowing what to look for and normalizing “it’s okay to be burned out ” is important .
Changing an organization’s culture takes consistent work and a leader must be patient .
Non-profits do not work for shareholders , they work for the people they serve .
The pandemic has forced non-profits to get creative and to find new ways to fundraise , to continue serving their cause.
A mission is what benchmarks tough decision making and it should guide every decision that needs to be made.
Leaders must rely on the organization’s purpose to guide team members and inspire them, especially during a pandemic.
Adjusting as you go is a natural part of leadership and these three questions can help in navigating decision making, “What is best for our clients ? What is best for our staff ? What is best for our facility ?”

About Christie Berger

Authentic Leadership and the Value of a Diverse Team with Leila Bryner, SVP at Change Healthcare

Fri, 05 Feb 2021 14:12:42 GMT

EPISODE #9: LEILA BRYNER, SVP, CHANGE HEALTHCARE- AUTHENTIC LEADERSHIP AND THE VALUE OF A DIVERSE TEAM

In today's episode, Christie sat down with Leila Bryner, Senior Vice President of Employee Communications & Employee Experience at Change Healthcare . Leila provides the vision, strategy, and leadership that deepens engagement with stakeholders. Repeatedly, she has been called upon to build teams and capabilities that support communication, engagement, and experience improvements for internal and external stakeholders. A trusted advisor to several Fortune 500 CEOs and executive officers, Leila is passionate about reimagining the role of communications to drive creative and lasting results.

Connect with Leila Bryner on Linkedin .

LEADING FORWARD with Christie Berger

Highlights: "Authentic Leadership and the Value of a Diverse Team"

Change can present an organization the opportunity to be agile and try new things , by trusting your team to navigate through the change .
Leadership skills should focus on being: transparent , honest , vulnerable, and having a two-way conversation.
When building a team : Finding people who not only have the skills you need but the right attitude . A candidate should have an open mindset , be prone to growth , be willing to take risks , fail, learn and move on.
A team that has a growth mindset and is diverse (demographically and in thought) is important.
Being purposeful : What can someone new bring to the team that will “fill in the gaps?”
Hire people that want to have fun . These are the people you will be spending lots of time with. You want team members you can laugh with, and liking your team members is crucial .
Knowing your role and being confident in your expertise and speaking with professionals that are experts in their own fields, is a balance that leaders must learn.
“ Leadership does evolve over time .” As you progress as a leader, you will find that you are less focused on day-to-day task-oriented skills but more focused on the soft skills .
Relationships really matter in upper management. Not looking to please people but to build relationships and build trust .
Be deliberate as a leader to reflect and fight team burnout . Take time off on the weekends, don’t send emails late at night.

About Christie Berger

How Values Anchor an Organization during Unstable Times with Rob Ivy, CFO at Lee Company

Mon, 01 Feb 2021 15:00:17 GMT

EPISODE #8: ROB IVY, CFO, LEE COMPANY- HOW VALUES ANCHOR AN ORGANIZATION DURING UNSTABLE TIMES

Mr. Ivy is a strategic all-purpose executive with 25 years’ experience across a diverse set of industries. He has extensive experience managing various administrative and support services functions and has a track record of driving results by creating clarity, developing staff, and leading change.

Rob leads Lee Company ’s Support Services group, composed of five departments: Accounting & Finance, IT, People Services, Learning & Development, and Risk Management. He works alongside other senior executives to develop and implement financial and operational strategies across the organization. Rob also serves as a member of the company’s Board of Directors. In addition to his work at Lee Company, Rob serves as a board member for the Williamson County Chamber of Commerce, as a speaker coach for TEDx Nashville, and as a discipleship teacher at Forest Hills Baptist Church. Prior to joining Lee Company in October 2015, Rob spent 5 years as CFO of the YMCA of Middle Tennessee where he served as a catalyst for significant organizational change.

Connect with Rob Ivy on Linkedin .

LEADING FORWARD with Christie Berger

Highlights: "How Values Anchor an Organization during Unstable Times"

Lee Company is dedicated to providing a workplace where employees can thrive and to give thoughtful and reliable solutions to customers
Making sure employees are safe in the office and in the field , is most important .
Anticipating change is necessary for any leader, while it is difficult to predict a pandemic, a leader must have a contingency plan and be looking for change indicators on the horizon .
Sharing reminders of things that are always stable in the company inspires confidence in your team.
A leader cannot do everything in the organization, it is necessary to trust your team to perform without you .
COVID has pushed supervisors to trust their team more. Under that pressure , Lee Company has been fortunate to have their team rise to the occasion .
Learning to delegate and trust while monitoring team member performance, is a skill every leader must master .
Achievement alone isn’t good enough : the end doesn’t justify the means in leadership.
Listening to care is greater than listening to solve a problem.
Lead from your role and “rolling up your sleeves” is not always the best approach.
Everyone on your team should participate in how we [the organization] got there , to have true success.
Creating Clarity: Making complex things simple; through process & improvement and managing the data .
The lack of skilled labor is a major hurdle that anyone in the skilled trade faces.
The southeast migration , people moving to the southeast, is the largest advantage that skilled labor has an opportunity to serve.
Not everyone needs to go to college , and young people must be exposed to this opportunity .
The TEDx Nashville platform is centered around informing and making people think , without politics, in a concise manner.

About Christie Berger

The Thread Issue No. 2

cb@christieberger.com (Christie Berger) — Sun, 31 Jan 2021 16:30:54 GMT

Running on Empty | Issue No. 2

Tired, fatigued, uncomfortable, tired, overwhelmed, eager and tired.

These were the opening check-in words given at the beginning of a global leadership team coaching session last week. Even as we try to bask in the finite energy of hope and optimism that a new year often brings, many leaders are faced with the realization that they and their teams are running on empty.

In that same session, the team explored the tension points between the current reality, of both internal and external constraints, and the charge they have been given to execute an aggressive growth strategy. As you can imagine, and are possibly experiencing, the path forward is not clear and relying on past experiences alone will not be enough to reveal a solution for this moment in time.

What is clear, is that prioritizing time together as a team to candidly discuss the present and future will yield, at minimum, two outcomes:

New and unexpected paths forward
An increase in connectivity and alignment amongst the team

With that in mind, I leave you with a few questions to consider:

How are you prioritizing consistent time with your teams (the one you are a part of, your first team, and the one that you lead)?
What are you doing to cultivate the psychological safety necessary for candid conversations to occur within your teams?

Until next time,

Christie

How to Reframe and Celebrate Success during COVID-19 with Jackie Blanchard, VP at HCA

Mon, 25 Jan 2021 18:29:29 GMT

EPISODE #7: JACKIE BLANCHARD, VP, INFECTION PREVENTION, HCA HEALTHCARE - HOW TO REFRAME AND CELEBRATE SUCCESS DURING COVID-19

In today's episode, Christie had the opportunity to speak with Eunice “Jackie” Blanchard. Jackie joined the HCA family in September, 2017, as the Assistant Vice President, Infection Prevention, and reports directly to the Chief Epidemiologist and Patient Safety Officer in the Clinical Services Group. Jackie is responsible for assuring that standards of care in infection prevention are met throughout HCA facilities, and leads the HAI reduction initiatives in partnership with key stakeholders.

Before assuming leadership positions focusing on quality and infection prevention over a decade ago, Jackie held increasingly responsible nursing positions in both community and hospital settings. She has served as a med surg and oncology nurse, a school nurse, nursing supervisor, and as patient care manager of a children’s crisis intervention center.

Jackie received her Bachelor of Science degree in Nursing from The College of New Jersey, and her Master of Science degree in Nursing from the University of Medicine and Dentistry of New Jersey. She is board certified in infection prevention and control, is a clinical nurse specialist in child adolescent psychiatry, and holds a Six Sigma greenbelt in process improvement methodology. Jackie is a member of APIC and SHEA and has served as a director to the APIC NJ chapter board for many years.

Connect with Jackie Blanchard on Linkedin .

Leading Forward with Christie Berger

Highlights: "How to Reframe and Celebrate Success during COVID"

Jackie Blanchard started as a school nurse and worked her way up to their role as the Assistant Vice President of infection protection at HCA Healthcare .
Change in the process: Always learn from what we received yesterday and implement that into the next opportunity and into the next phase to what we can give our customers.
Leveraging technology to stand up very quickly: The only way to support and be there for our leaders is to never disengage from the one on ones . In that setting, no one is afraid of an audience, to say something first because it’s intimate so that they are able to open up and if they need to cry, they are allowed to.
We need to identify ourselves by many different types of accomplishments .
Know your colleague’s baselines : The picture of someone who is completely disengaged can look like the exact same picture as someone who is absolutely exhausted. Being that we can’t just walk into someone’s offices, because everyone is remote, we need to check in on each other .
Being there for a colleague or a loved one is a huge accomplishment , and that is more important than a checklist with a multitude of tasks.
Reframe accomplishments : Figuring out how to define our success and the impact we are making and our fulfillment amidst the volume and the change.
Monotasking : You have to be fully there for your colleagues. They know if you are talking to someone else on the call or are being distracted in another way.
Every single colleague has life outside of work and if the conversation has to shift to just listen to them , it makes you a better team . We need to truly listen .

Continuous Learning, Humility and Organizational Mindset with Matt Burnstein, Partner & Chair at Waller

Tue, 19 Jan 2021 12:24:43 GMT

EPISODE #6: MATT BURNSTEIN, PARTNER & CHAIR, WALLER - CONTINUOUS LEARNING, HUMILITY AND ORGANIZATIONAL MINDSET

Matt Burnstein has served as chair of Waller Lansden Dortch & Davis, LLP since 2014. In this role, Matt focuses on driving the firm's growth, vision, and strategic planning. Waller has grown to more than 275 attorneys in five offices and earned numerous workplace, civic and diversity awards under his leadership. Matt’s legal practice focuses on transactional matters involving healthcare companies, private equity, and venture capital funds. He also works with emerging companies and investors across a range of sectors. Matt has been recognized by Chambers USA, Best Lawyers, and other publications for his experience leading corporate and commercial transactions. Matt earned his J.D. from Vanderbilt University Law School where he graduated Order of the Coif. He earned his B.A., magna cum laude, from Vanderbilt University.

Connect with Matt Burnstein on Linkedin .

Leading Forward with Christie Berger

Highlights: "Continuous Learning, Humility and Organizational Mindset"

“Bigger is better” and “Profitability and Success” are not truly the most important goals for an organization.
The only asset a law firm has is its talent .
There are two main points to keep in mind with talent acquisition : retaining the talent when you have it and bring the right talent in.
Matt’s job is to make sure that people want to spend their time at Waller because without that, nothing else matters.
Leadership begins with self-recognition, humility and a genuine love of the organization .
Being able to learn from the mistakes you make and to learn from the patterns is important.
The best leaders realize they are always learning.
It is up to the leader to have a “pro-firm” approach before they can ask their employees to do so.
“Urgent” and pressing matters of the organization requires putting on the breaks and pushing the organization to move toward the “not urgent but important” long term things.
“Reading the room” and perspective checking to see if what you’re “reading” is important.

Music, Mentorship & Leading Through Change with Jim Catino, EVP at Sony Music

Tue, 12 Jan 2021 14:40:29 GMT

EPISODE #5: JIM CATINO EVP, SONY MUSIC - MUSIC, MENTORSHIP & LEADING THROUGH CHANGE

Executive Vice President Jim Catino is at the helm of Sony Music Nashville’s A&R team. Catino reports directly to Sony Music Nashville Chairman and CEO Randy Goodman who has lead the label group to become Billboard’s 2019 and 2020 Country Label of the Year.

By signing and developing a roster of diverse, record-breaking artists who continue to shape the sound of country music, Catino has established a culture of innovation at SMN that has helped it stay ahead of the curve. He has been instrumental in the careers of many Sony Music Nashville stars, among them, Kane Brown, Luke Combs and Maren Morris, all of whom achieved milestone debuts and multi-platinum success.

A 22-year music industry veteran, Catino first joined Sony Music Nashville in 2001 after graduating from Belmont University. The Cleveland, Ohio native previously held posts at DreamWorks Music Publishing, Giant Records, and MCA Music Publishing, working closely with songwriters and securing copyrights. He serves on the Board of Belmont’s Music Business Department and is a member of the Academy of Country Music, Country Music Association, Leadership Music and The Recording Academy, including the P&E Wing.

Connect with Jim Catino on Linkedin .

Leading Forward with Christie Berger

Highlights: "Music, Mentorship & Leading Through Change"

The music industry is constantly changing , and the “way” talent is found is different from how it was years ago.
“If you can’t expose it (the music) to fans, they don’t know it’s there .”
Being a fly on the wall can teach things that words cannot.
Mentorship and the diversity of mentors empowered Jim to become successful.
Transitioning into new career opportunitie s can be scary …but patience can bring a sense of peace .
Thinking about the long term when presented with new opportunities can protect a person from making the wrong short-term move .
Sometimes transitioning upwards in an organization means you may no longer be directly involved in the day to day (in the “thing you loved” ) yet your ability to impact "it" on a larger scale increases.
Hopefully the roles will reverse , and YOU will become the mentor .
If you feel nervous about a new position , dive in. You were chosen for a reason , so “bet on yourself.”
The past ten years have been very difficult for the music industry . As of three years ago , music sales have started to make a comeback and now COVID has really devastated the industry.
Finding your “favorite” thing in your career is relative to where you were at that time.

Enterprise Perspective, Horizontal Planning & Leading Globally with Ingrid Sinclair, Global President at Sims Lifestyle Services

Tue, 05 Jan 2021 23:23:11 GMT

EPISODE #4: INGRID SINCLAIR | GLOBAL PRESIDENT, SIMS LIFESTYLE SERVICES - ENTERPRISE PERSPECTIVE, HORIZONTAL PLANNING & LEADING GLOBALLY

Ingrid Sinclair was appointed to the position of Global President of Sims Lifecycle Services effective February 1st, 2019. Prior to that as VP of Recycling for Sims Recycling Solutions (SRS), Ingrid spearheaded innovation in electronics recycling operations for almost 10 years. Ingrid has been in the electronics recycling industry for over 20 years, starting her career in this field as a process engineer at the Glencore Canada (formerly Noranda) copper and precious metal refinery in Montreal, Quebec. In addition to being trained as a Six Sigma Black Belt, Ingrid has a bachelor’s degree in Chemical Engineering from the University of Ottawa and a Master of Business Administration from Concordia University.

Connect with Ingrid Sinclair on  LinkedIn .

Leading Forward with Christie Berger

Highlights: "Enterprise Perspective, Horizontal Planning & Leading Globally"

There is more urgency due to COVID and that has led to longer work days and more video calls.
Pivoting is the means of navigating the challenges that the pandemic has presented.
Being a leader has an added level of stress because “we don’t know when this is going to end.”
It is important for an organization to be flexible and compassionate for their employees.
By leaning in and listening , two-way communication can occur and propel the organization to be more flexible .
It’s not easy to keep a team engaged and inspired during this pandemic…but it is possible.
Celebrating the team’s wins is crucial for encouraging team members.
Video calls are the “next best thing” compared to face-to-face and setting up 1-on-1 calls with team members is important.
Informal discussions are great learning tools to bounce ideas and figure out “what is next.”
Building a connection with your boss can help with transitioning upward in the organization.
Looking at a higher position may feel daunting but it is important to think “Why not me?”
Give yourself a chance.
Building relationships , asking questions and learning from others can help in transitioning to a new role
Confidence in moving forward when we are not confident helps build confidence
Creating value for your employees can help them see the larger impact their work is doing.

Empathy, Action & Strategic Change with Cheryl DeSantis, CPO at SmileDirectClub

Tue, 29 Dec 2020 20:13:18 GMT

EPISODE #3: CHERYL DESANTIS | CHIEF PEOPLE OFFICER, SMILEDIRECTCLUB- EMPATHY, ACTION & STRATEGIC CHANGE

Cheryl DeSantis is Chief People Officer at SmileDirectClub , the oral care company with the first telehealth platform for teeth straightening. With more than 20 years of experience in strategic people and organizational development, Cheryl enables the growth of the business through its team members, striving to maintain SmileDirectClub’s strong company culture through values-based leadership. Cheryl has global oversight of talent acquisition, compensation and benefits, team member relations and engagement, HR information systems, and learning and development for SmileDirectClub’s business across the globe. She also leads the expansion of SmileDirectClub’s international internal organizational structure and framework.

Before joining SmileDirectClub, Cheryl acted as Vice President of People and Organization at Mars Petcare, leading enterprise-wide Human Resources programs and policies serving 4,000 employees across the globe. Through her 10+ years of work at Mars, she led benefits and global HR communications, corporate HR initiatives, and long-term people and organizational strategy for several divisions of the business.

Throughout her career, Cheryl has held positions across many different industries, including manufacturing, telecommunications, professional services, e-commerce, and consulting. Prior to working in the HR field, Cheryl worked in advertising and communications. Cheryl lives in Nashville, Tennessee, with her three daughters.

Connect with Cheryl DeSantis on  LinkedIn .

Leading Forward with Christie Berger

Highlights: "How to Lead with Empathy and Inclusivity"

Pivotal Moments and Strategic Change: When the pandemic hit and businesses were forced to shut down, SmileDirectClub made a very quick shift and went “back to their roots,” and offered at-home kits.
Themes and Decision Making: “Quick decision making across the whole business.” Meeting weekly allows the team to “assess a problem, make a decision right there and go.”
Some organizations are afraid of trying something new and it not working out. However, SmileDirectClub chooses to “test and learn; If we fail, we fail fast and we take something from it. We make very quick decisions by taking out a lot of the bureaucracy.”
Power of purpose: “People come to work because they connect with your mission and your purpose.” At SmileDirectClub they believe in “transforming lives through a smile.”
Employee Feedback Leads to Organizational Action: Communication, recognition and separating work from life were crucial themes for working remotely.
“Create a space,” was a set of guidelines to help promote team members not working more now that they are remote. The organization blocked out “no meeting” times and encouraged team members to take vacation days . This helps promote rest , restoration and then “work time” is more meaningful .
Having virtual coffee meetings to start your team’s Monday morning gave team members permission to connect in a different way with their coworkers.
Having multiple training sessions on empathy is one way to help team members develop remotely.

Humility, Service & Unexpected Pivotal Moments with Harry Allen, Co-Founder at Studio Bank

Wed, 16 Dec 2020 01:09:50 GMT

EPISODE #2: HARRY ALLEN | CO-FOUNDER & CHIEF RELATIONSHIP OFFICER, STUDIO BANK- HUMILITY, SERVICE & UNEXPECTED PIVOTAL MOMENTS

Harry L. Allen is the Co-founder, Executive Vice President and Chief Relationship Officer of Studio Bank . Studio Bank launched in July 2018 to become the first new, “de novo”, a locally-headquartered bank in Nashville since 2008. Studio Bank is one of Nashville’s fastest-growing companies, employing over 50 and with total assets of over $350 million. As co-founder, Mr. Allen was integral in the formation of the bank including recruiting members of the team, the board of directors, completing the necessary regulatory applications, and helping raise over $50 million in start-up capital. He serves as the Bank’s lead business development officer, a key point of contact for stakeholders and strategic partners, such as the bank’s Founders’ Advisory Board, and manages the Bank’s involvement and investment in community efforts.

A native of Nashville, Mr. Allen is active in the Nashville Community serving on the board of directors for the Center for Nonprofit Management and is a Trustee of Belmont University . He is also the Immediate Past-President of the Rotary Club of Nashville. Mr. Allen has dedicated most of his volunteer service to improving public education. He has served as founding board chair of Purpose Preparatory Academy, served as co-Chair of the Nashville Area Chamber of Commerce’s Education Report Card Committee, and as a member of Mayor David Briley’s “Education Kitchen Cabinet”. In 2018, Mr. Allen was inducted into the Nashville Public Schools Hall of Fame by the Nashville Public Education Foundation and was honored with Belmont’s Massey Graduate School of Business Distinguished Graduate Award.

Connect with Harry Allen on LinkedIn

Leading Forward with Christie Berger

Highlights: "How to Lead with Empathy and Inclusivity"

Impactful and Pivotal Moments
Being the Source of Inspiration in the Organization
Humility & Confidence as a Leader
Own it and Let it Shine
Navigating when Team Members Disagree
Pushing Through Failure Disappointment

The Thread Issue No. 1

cb@christieberger.com (Christie Berger) — Wed, 09 Dec 2020 00:18:07 GMT

Welcome to The Thread | Issue No. 1

As I sit here staring at the screen, I realize it is one of the few times this year I have sat down to reflect and capture my thoughts. This is unusual and indicative of the tumultuous year we have all waded through.

For me, this year has brought sadness with the unexpected passing of my sister, caring for a sick family member, juggling two kids with unpredictable school schedules, supporting a spouse in an unplanned career transition and keeping at bay the constant low-level anxiety caused by COVID-19 and disruption of normal life (of which I am confident many of you have had similar experiences). All that being said, I have also felt a greater sense of purpose, appreciation and gratitude for what is good in my life and the world.

In my executive coaching practice , I humbly get to witness the trials, uncertainties, successes (big and small) and, most importantly, what lies behind the mask of strength and composure that most leaders wear. These intimate conversations reveal, more often than not, the common threads between our individual and collective experiences.

I wholeheartedly believe that great leadership can take many forms. There is no one size fits all approach. That said, there are styles, tools, techniques and competencies that great leaders have learned to inhabit and utilize based on the uniqueness of the ever-evolving situations they face. It is this adaptability and discernment that can make a good leader great.

Just as there are common threads that weave throughout our individual lives, there are commonalities in our professional experiences. It is with that notion, that I am excited to launch The Thread.

My goal is to share the common leadership themes that I am witnessing in my practice – the challenges, opportunities and lessons learned, along with tools and resources. I will also introduce you to a few young leaders and what they look for in their leadership and the organizations they choose to work for.

As we navigate the path ahead, I am reassured and inspired by the depth of resilience, compassion and fortitude that is portrayed by those I work with. I hope you find value and inspiration in the common themes that emerge in The Thread.

To close this first issue, I would like to reference a popular children’s book: ‘ We’re Going on a Bear Hunt ’. The premise is that when we are going on a journey, we will eventually find ourselves at an unfavorable and difficult point in the road. No matter how undesirable, we realize to get to the other side:

We can’t go over it.

We can’t go under it.

We have to go through it.

It is when we weather a storm, we get to realize just how strong we really are, as well as, build up wisdom that will guide us forward. It is clear that we are currently facing a difficult point in our collective journey. So with that said:

We can’t go over it.

We can’t go under it.

We have to go through it.

… and we will be stronger because of it.

Until next time,

Christie

How to Lead with Empathy & Inclusivity with Dee Anna Smith, CEO at Sarah Cannon

Tue, 08 Dec 2020 14:16:50 GMT

EPISODE #1: DEE ANNA SMITH | CEO, SARAH CANNON -

HOW TO LEAD WITH EMPATHY AND INCLUSIVITY

Dee Anna Smith is the chief executive officer of Sarah Cannon, the Cancer Institute of HCA Healthcare . Smith is responsible for leading the organization’s overall mission and vision to make a global impact on cancer research and care. Under her leadership, Sarah Cannon has grown its reach in bringing world-class cancer care closer to home for hundreds of thousands of people facing cancer across the United States and the United Kingdom.

Smith has received numerous recognitions for her leadership and community impact on a local and national level. Smith is the chair of the Pepperdine University Board of Regents, and also serves on the board of directors for the Nashville Entrepreneur Center and the Nashville Health Care Council.

Connect with Dee Anna Smith on LinkedIn

Leading Forward with Christie Berger

Highlights: "How to Lead with Empathy and Inclusivity"

Passion is the Core of Connecting Physicians with Patients
Importance of Ongoing Individual and Organizational Learning
COVID-19 has Enhanced a Different Version of Connectedness
Listen for Understanding
Not a "One-Size-Fits-All" Approach
Set an Organization up to Grow and Function Without Relying on You

In the News: Christie Berger named a “Woman of Influence” by the Nashville Business Journal

Wed, 26 Aug 2020 07:19:32 GMT

Personal Reflection on Being Named a “Woman of Influence” by the Nashville Business Journal

As we celebrate Women’s Equality Day, I find myself reflecting on my professional and personal journey that has culminated in the honor of being named a, “Woman of Influence.” My path has been unconventional and at times difficult. For those that know my story, the beginning would have undoubtably cast me as a different character in my own narrative – statistically speaking. That said, I am now grateful for those moments of hardship and uncertainty as they have been the catalyst for my strength, resilience and curiosity of purpose. I believe, at my core, that we can choose the path we walk in life. For some, the climb may be steeper than for others but that shouldn’t deter any of us.

Thirteen years ago, I decided to follow my dream of starting my own business in an industry that, at the time, was obscure and consisted more of seasoned executives (definitely not a determined 27-year-old). The “wise” words of those that I sought counsel from consisted of reasons I should reconsider my career choice (too young, too inexperienced, you get the gist of it).

Good thing I did not follow their ‘sage’ advice. Too often, people can only see the path forward based on the path they have walked (also known as operating from System 1 thinking – where we quickly make present decisions based on subjective past experiences. A practice that many executives and organizations engage in all too often).

Today, I want to say thank you to the hundreds of leaders and organizations that have invited me to walk beside them as they chart their own paths. I also want to encourage anyone that may be questioning their personal and professional pursuits – swing for the fences and bet on yourself!

In the News: Christie Berger To Be Recognized with Distinguished Graduate Award

Sun, 06 Oct 2019 14:20:40 GMT

So honored to be recognized by my alma mater. Thank you Belmont University , Belmont University – Jack C. Massey Graduate School of Business and fellow alumni for this gift and for being a foundational part of my journey!

Christie Berger To Be Recognized with Distinguished Graduate Award

Alumna honored for excellence in professional achievement, community involvement

Belmont University’s Massey Graduate School of Business Alumni Board will recognize outstanding alumna and Executive Leadership Coach Christie Berger, who has demonstrated excellence in the areas of professional achievement, community involvement and commitment to the Massey School. Berger will be honored at the Alumni Board’s Distinguished Graduate Award event on October 23.Berger is a certified executive coach that supports individuals and organizations striving to enhance their performance and reach their potential. In addition to her private coaching practice of more than 10 years, Berger has served as Head of Executive Coaching for Belmont University’s Center for Executive Education and collaborated with a variety of global management consulting firms. Prior to becoming a coach and consultant, Berger worked in sales and marketing for Tyco International.

Grace Rydburg, a 2015 Massey graduate and chair of the Distinguished Graduate Awards, said, “We are very excited to celebrate Christie Berger at this year’s Distinguished Graduate Awards for not only her professional accomplishments, but also her contributions to both the Massey School and our community. Christie is a standout in her field on top of being a successful entrepreneur, an advocate for women and a working parent. We could not ask for a better example of the Massey School’s values.”

Berger has worked with hundreds of leaders and executives from small to Fortune 50 organizations. Yet, the foundation of her work is universal in that all organizations and communities benefit when leaders and teams are able to perform at their best. Berger’s action-oriented, brain-based coaching style encourages her clients to push their growing edges to accelerate performance and reach their leadership potential. Organizations she has served include Viacom, VF Imagewear, Sony Music, MARS Petcare, HCA, Pillsbury Law, Brookdale, Hill-Rom, KPMG, Bridgestone, Sarah Cannon, Tractor Supply, Lee Company and Waller Law.

Berger developed a coaching division in Belmont’s Center for Education to enhance leadership development program offerings, designing and managing more than 300 executive coaching engagements for client organizations and for the Executive Leadership Experience Development Program. Berger also created an Executive Career Coaching Program for Vanderbilt University alumni. She has co-hosted and produced a weekly live talk-radio show airing in 28 states, booking and interviewing preeminent minds in human and organizational development, along with leaders in both non-profit and corporate entities.

Berger is also passionate about supporting women in leadership. She is the founder and leader of Fusion Leader Circuit, an executive development program for women leaders in Nashville, with a purpose to ignite performance and opportunity through connection. A Belmont MBA alumna, Berger is a certified Brain Based Coach from the NeuroLeadership Institute and an Evidence Based Coach from Fielding University. She is a Nashville native and lives in Franklin with her husband and two children.

In the News: NASHVILLE POST: Brookdale CEO talks at FUSION

Fri, 06 Sep 2019 12:06:44 GMT

Excited to have FUSION highlighted in the Nashville Post . We are shining a spotlight on the importance of supporting women in leadership.

Brookdale CEO talk at Fusion Leader Circuit

Waller hosts program organized by local executive coach Christie Berger

AUTHORS Staff Reports

Leaders representing more than 25 prominent local organizations ― including Bridgestone, Nissan, Change Healthcare, Sarah Cannon and HCA ― gathered recently at the offices of Waller Lansden Dortch & Davis for an installment of Fusion Leader Circuit, an annual program created by local executive coach Christie Berger. Guest speaker for the evening was Brookdale Senior Living President and CEO Cindy Baier, who shared highlights from her career as well as elements of her leadership philosophy.

In the News – MONEY INC: Women Making Waves in Tennessee

Wed, 10 Oct 2018 12:21:19 GMT

Honored to be recognized on MONEY Inc’s website as an entrepreneur and executive coach that supports the professional growth of community and organizational leaders. Thank you to Michelle Pippin for shining the light on women entrepreneurs that are dedicated to making a difference in their respective fields.

MONEY Inc: Women Making Waves In Tennessee by Michelle Pippin

As I gear up to welcome women entrepreneurs from all over the world, I’m reminded daily why I chose Nashville, TN for my 2018 conference location. It turns out that the energy making this city hum goes way beyond the music that first put Nashville on the map. In fact, three Tennessee cities (Memphis, Chattanooga and Nashville) are among the top five cities identified by WalletHub as the best cities for women business owners. Women Entrepreneurs aren’t just making money in Tennessee, they’re changing lives, impacting industries and infusing their work with an unmistakably authentic spin. Here are a few to take note of:

1. Lauren Zoeller

Lauren Zoeller is the first woman entrepreneur that reached out to me from Nashville. A whole living life coach, yoga enthusiast, and work life balance coach , Zoeller combines yoga, life coaching, journaling, meditation and more to help people — especially performers, executives, entrepreneurs, and athletes — create sustainable life balance. Not one to follow the predictable path, she has continued to expand her learning and follow her own passions in an effort to better serve her growing list clients. In the end, Zoeller has created a unique way to bring busy professionals what they want most: less stress, more joy and better performance.

2. Paige Williams

You can find interior designers anywhere, but Paige Williams is a Nashville treasure. With a love of color, Williams helps home owners confidently abandon their white (or gray) walls in favor of color and design schemes that not only reflect the homeowner’s personality but also create houses they are proud to call home. Williams has become a proven resource in the Nashville real estate market and often partners with contractors on major remodels, helping home owners through the difficult choices associated with their new home. She not only runs her own business, she is also the leader of FemCity Nashville, an organization that helps connect women entrepreneurs in local chapters.

3. Christie Berger

Williams isn’t the only female entrepreneur supporting other women. Christie Berger is a Nashville Executive Coach who founded Fusion Leader Circuits (FLC). These forums were designed by Berger not only to broaden the network of executive women across Nashville, but meet their unique learning needs and desires. Berger’s FLC — a unique concept that is laser-focused on serving women leaders and the companies that employee them — is wrapping up its second year-long engagement providing group coaching, training and networking opportunities for its participants and is gearing up for an even more exciting 2019.

4. Dr. Libby Orsburn

Dr. Libby Orsburn is a medical doctor that provides acupuncture, botox, and functional medicine in Franklin, TN . The services she offers range from the ancient to the modern, however, her practice is reminiscent of how medicine used to be. Many would argue it’s the way medicine should be. Her patients call the office and talk directly to her. When they have a question, they text the doctor… and get a response. And when they show up for an appointment, patients enjoy 90 minutes with the physician. With no rush and no red tape, Dr. Orsburn’s individualized approach is leading the way in bringing physicians back to their patients.

These amazing and driven women entrepreneurs not only have unparalleled passion and expertise in their fields, they also have a true heart for the people they serve and the communities they love. It’s this intersection of passion, expertise and heart — amidst the southern but modern vibe of the state — that is drawing increasing numbers of women entrepreneurs to the innovative entrepreneurial hub of Tennessee.

ABOUT THE AUTHOR

B. Michelle Pippin

More from this Autho r B. Michelle Pippin is the author of Without Compromise: The Women Who WOW Manifesto and the founder of WomenWhoWOW.com , the most exclusive association of women business owners in the world. Now boasting members in all 50 states and 8 countries, Women Who WOW has provided a place for seriously driven women entrepreneurs to create wild success on their own terms. At the helm of WOW, Michelle sets the tone for women in business to accept no excuses (especially their own) and to pursue unreasonable goals… But her confidence in being able to make money on your own terms — without compromising your priorities — is what women entrepreneurs need more than anything else. The undisputed authority on creating clients and CASH for your business, Michelle never minces words and delivers hard truths every day. Her advice for business owners has been featured or quoted on Good Morning America Weekend, Forbes, Entrepreneur.com, the Price of Business, Inside Business, Boston Business Journal, Dallas Business Journal and Los Angeles Business Journal among other media outlets around the country.

What Your Calendar Says About Your Leadership Style, Priorities and Values

Thu, 18 Jan 2018 14:32:16 GMT

As an Executive Coach, I often ask leaders to describe their leadership style and the organizational priorities and goals they are responsible for obtaining. After intently listening to the response, I follow up with the question: What does your calendar tell us about your leadership style, priorities and values?

Many times there is a gap between the leader’s answers to these two questions. When asked the first question, the leader generally answers with clarity and confidence (whether self perception matches what others experience or expect is another topic of conversation). Then when asked the second question, the leader often becomes puzzled and unsure.

On the surface, this may seem like an odd inquiry. However, the calendar review is a simple way to self assess whether or not you are operating in alignment to what the organization and business context needs from you. More importantly, the results provide insight on whether your behaviors support your priorities and core values (or are they just aspirational values in thought).

Let me provide a few examples:

You describe yourself as a strategic leader that empowers your team. Yet, your calendar shows that you are in back-to-back meetings involving all of the current initiatives of your department.
You say that coaching and developing your team is a priority. Yet, when asked how often you meet individually or collectively with your direct reports, you are unable to show consistent time dedicated to this.
You denote that family and health are the most important things in your life. Yet, when asked how often you take time for family and health activities, your calendar paints a different picture.
You tell your team and peers that collaboration is important to drive innovation. Yet, the majority of your meetings are with the same people.

Ultimately, where and how you spend your time sends a much stronger message to others about what is most important to you.

Leaders, this concept is very important, as your behaviors (not just your words) mold the cultures within your teams, departments and organizations. What message are you sending?

It is easy and comfortable (albeit slightly delusional and self protecting at times) to just declare that our style, priorities and even our values are in constant alignment with our behavior. In order to ensure that our behavior supports our intentions (at least the majority of the time – we are human), it is imperative to regularly pause and assess if this is actually the case. How would you answer the first two questions?

About Christie Berger, MBA, PCC

Christie is a certified executive coach and leadership development consultant. In addition to her private coaching practice of over 10 years, Christie served as Head of Executive Coaching for Belmont University, Center for Executive Education and has collaborated with a variety of global firms. Christie encourages her clients to push their growing edges in order to accelerate performance and reach their leadership potential. To learn more about Christie visit christieberger.com .

In the News: Executive Coach, Christie Berger and Fusion Leader Circuit (FLC), Executive Development Program for Women Leaders

Tue, 31 Oct 2017 14:43:18 GMT

Executive Coach, Christie Berger, Opens Registration for 2018 Fusion Leader Circuit (FLC), Executive Development Program for Women Leaders

Success of the Inaugural Fusion Leader Circuit Leads to Program Expansion in Second Year

“ Igniting Performance and Opportunity Through Connection ”

Christie Berger, a Nashville based executive coach with a broad base of experience in leadership development and executive coaching, announced today that registration is now open for the 2018 Fusion Leader Circuit (FLC), an Executive Development Program for Women Leaders. FLC is unique to Middle Tennessee in that it provides a membership only development program exclusively for women executives across industries and functions. Each FLC is open to only 16 top-level women executives (VP or above), with a limit of one per organization.

“Whether executives are transitioning into the Middle Tennessee area for a new leadership role or they are serving in a existing role, it is important to provide them with a community of peers and support. By interacting with leaders from a variety of backgrounds and industries, participants broaden their thinking and perspectives on how to handle various leadership challenges within their respective organizations and communities,” said Nashville Mayor Megan Barry. “It is important to have programs, such as Fusion Leader Circuit, that can be the conduit for such important learning and dialogue.”

FLCs are designed to ignite learning through neutral forums connecting senior leaders across industries and communities. The goal is to meet the unique learning needs of each participant. It is a 12-month leadership development program that provides learning opportunities through a blend of group coaching sessions, private speaker sessions, and community networking events.

“The notion that it is lonely at the top is true for most senior leaders but for many women executives this feeling can be magnified,” said Berger. “This is why it is even more critical for women executives to have a community of peers to lean into and learn from. In addition, our organizations and communities benefit from the strong presence and participation of women in leadership positions.”

“Fusion Leader Circuit has filled a need in our market by providing a unique program to connect with and learn from other women leaders across our community,” said Cheryl DeSantis, Vice President of People and Organization at Mars Petcare. “For someone new to the Nashville area, this has been a valuable opportunity and learning experience.”

“The experience provides a unique leadership development opportunity to learn from others across multiple industries. The program connects women leaders in a venue that creates insight, relationships and community. I would highly recommend the FLC to senior leaders looking to expand their thinking and professional community,” said Michele Herlein, CHRO at Barge Waggoner Sumner Cannon.

2017 Program Highlights:

Executive Women representing 12 organizations such as MARS Petcare, HCA, Genesco, Eco-Energy, Premise Health, VACO, Barge Waggoner Sumner Cannon
Private Group Session with Nashville Mayor Megan Barry & Cordia Harrington, CEO of The Bakery Companies
Bi-monthly Group Coaching Sessions & Group Social Events

For more information on the 2018 Fusion Leader Circuit (FLC), Executive Development Program for Women Leaders visit Fusion Leader Circuit Program Overview .

About Christie Berger, MBA, PCC

Christie is a certified executive coach and leadership development consultant. In addition to her private coaching practice of 10 years, Christie serves as Head of Executive Coaching for Belmont University, Center for Executive Education and collaborates with a variety of global consulting firms. Christie encourages her clients to push their growing edges in order to accelerate performance and reach their leadership potential. To learn more about Christie visit christieberger.com .

Fusion Leader Circuit: Leadership Insights with Cordia Harrington, CEO of The Bakery Cos.

Thu, 21 Sep 2017 14:06:39 GMT

Nashville women executives convene to learn from the one of their own.

People first. Authenticity. Transparency. Risk Taking. Perseverance.

According to Cordia Harrington, CEO of The Bakery Co s , these are just a few of the foundational leadership and personal attributes that have led to her success.

As part of the Fusion Leader Circuit (FLC) executive development program, Cordia graciously hosted the current cohort comprised of ‘Women Executives in Human Resources’. The passion she has for supporting the growth of leaders was apparent in the stories she shared about her life and business.

Cordia’s professional journey is one of perseverance and determination. Her stories depicted how she overcame rejection and resistance along the way. Unfortunately, many of the barriers were due to her being a woman in a traditionally male industry. Though the landscape has dramatically changed over the years, there is evidence that we still have an opportunity for further progress.

As Cordia shared highlights of her professional journey, there are three valuable leadership insights that rose to the surface:

People First – The success of a company depends on the people and the culture that they create. Treat them well and the business will be positively rewarded.
Power of Authenticity – Effective leadership is dependent upon a high level of self-awareness and the ability to “be” authentic in all situational contexts.
Risk Taking – Doing great things does not come with a road map or guarantee. Doing nothing out of fear greatly reduces the chance of accomplishing great things.

When it comes to defining what makes a successful leader, there is no right answer. As an executive coach, I witness leaders of all styles and backgrounds accomplishing great things. A few key takeaways include:

Gain clarity on who you are (self-awareness) and what you want to accomplish.
Position yourself in the right environment (role and organization) to achieve maximum organizational impact and personal satisfaction.

It is clear that Cordia Harrington has done just that!

To learn more about Fusion Leader Circuit .

Now Taking Applications for 2018 Fusion Leader Circuit : Executive Women Leaders.

Christie Berger , executive coach Nashville, partners with organizations to support the learning initiatives of its executives and high-potential leaders through customized individual leadership coaching and team coaching engagements.

Signs Your Promoted Leader Is Derailing

Fri, 23 Jun 2017 14:50:43 GMT

Pre-emptive planning and transition coaching can increase time to productivity and decrease the likelihood of derailment for promoted leaders.

Greg has been in the Vice President role for 6 months. As his boss, this was a promotion you supported. Why wouldn’t you? Greg has been with the company 12 years and has a proven track record of success . These, of course, are clear indicators of leadership readiness and the likelihood of future success.

Aren’t they?

By all accounts, Greg is doing a great job. Granted, you have not met with him very much lately due to an ever-increasing travel schedule for you both. No news is good news, right? It surely means the “work” is getting done.

All the more reason, you are caught off guard when your HR business partner, Dave, requests a meeting to discuss concerns about Greg’s transition. What concerns could Dave be referring to? What signs could you be missing?

The meeting with Dave was eye opening. Dave informed you that two key team members on Greg’s team were requesting new assignments and that another department was struggling to get pertinent information it needed to move forward with its projects.

Come to think of it, Greg was not himself in your last meeting. Could he be reconsidering his role…or worse questioning whether he should seek opportunities outside of the company?

You just chalked up all those late night and weekend emails to Greg’s dedication. Rescheduled meetings merely indicated his focus on what needed to be done. You considered these incidences as a normal part of transitioning into a larger role and things would change as Greg got on his feet.

When in reality, Greg was floundering in the water. Looking back, now you see the signs:

Lack of regular 1:1 expectation alignment, progress and feedback meetings
A trend in late night and weekend communications that doesn’t slow down
The content of communications is harried, reactive and tactical
Increasing resistance from other key stakeholders across the organization, especially those from different functions
Increase in employee complaints, turnover or pessimism/apathy in communications
Delay in deliverables
Late to meetings and/or in back-to-back meetings
Wheel-And-Spoke team dynamic possibly leading to delayed decision making or information dissemination

Unfortunately, this scenario plays out far too often in many organizations. A successful high potential [leader] with a proven performance record is promoted to a role he is not ready for. Or, he is promoted to a role without any transitional support plan to increase the likelihood of a successful transition.

The irony in this example is that Greg was ready for the role. Greg would have been more successful if his manager and HR partner would have developed and executed a comprehensive transition plan with a clear definition of success tied to key milestones and calibration touch points over the first six months.

This process can be done with or without an external coach. The key is to ensure promoted leaders and organizations are aligned around key success factors, strategic priorities, decision-making authority, communication expectations, calibration timelines and feedback mechanisms.

If you are concerned that the cost to provide this level of support to your leaders is too high, the best question to ask is:

“What is the cost of a derailed leader in your organization?”

The answer may provide a shift from seeing coaching support as a “cost” to seeing it as an “investment.”

Connect with Christie to discuss your new leader onboarding and transition support programs.

Christie Berger, executive coach Nashville, partners with organizations to support the learning initiatives of its executives and high-potential leaders through customized individual leadership coaching and team coaching engagements.

Are You Still Leading Like It Is 1999?

Fri, 09 Jun 2017 14:57:38 GMT

Outdated Leadership Styles and Their Impact on “Successful” Leaders

For those of us who remember the days of Purple Rain and Y2K, we likely can recall managers whose leadership style depended heavily on positional power as a means to obtain compliance from their followers. For some, you may have been the leader that led with this conscious or unconscious foundation of support.

Why?

Because it worked!

Fast-forward to today and many of those same leaders are left scratching their heads wondering why aren’t “they getting it.” Yet, in reality, it is the leaders approach that is no longer working. Yes, the very same leadership style that worked so well a few years back.

As an executive coach, I have worked with numerous executives that have stellar resumes and career achievements that would make any mother proud. It is then, with a touch of irony, that I see the uncertainty and frustration in their faces when they receive feedback that is far from “exceeding expectations.” After the shock, resistance and rationalization subside, we are then able to roll up our sleeves and dive into what is really happening. The system and environment has a new set of rules and expectations.

The systemic variables have shifted and will continue to shift dramatically going forward. Many organizations are attempting to keep up by implementing the next shiny initiative in hopes of “transforming its culture” and “ increasing employee engagement .” Of course, the complexity of what leaders and organizations are facing yields more ambiguity than answers.

Here’s the thing:

“Leaders past successes can yield a false sense of confidence in their assessment of the right approach needed for today’s challenges.”

Today’s successful leaders must step back and assess their current approach in any given moment and pivot accordingly. This is especially important during times of major organizational changes such as a merger, acquisition or turnover in top leadership. In other words, leaders need to develop their leadership agility through ongoing learning, coaching and feedback mechanisms.

A few questions leaders should ask themselves on a regular interval:

What has changed in my environment, market and organization?
What does excellent leadership look like today based on these changes?

Connect with Christie if you would like to learn more about how best to support your leaders in strengthening their leadership agility through coaching.

Christie Berger, executive coach Nashville, partners with organizations to support the learning initiatives of its executives and high-potential leaders through customized individual leadership coaching and team coaching engagements.

Leadership Lessons From a 4-Year-Old

Fri, 02 Jun 2017 15:11:24 GMT

Sometimes the small things create the biggest opportunities for leaders

Enter any bookstore or explore Google for books on leadership development and you’ll quickly find yourself immersed with lessons dripping in wisdom and sage advice from the establishment. I, myself, often find leadership lessons from the day-to-day interactions many of us experience personally and professionally. I don’t know about you, but the available leadership lessons are not in short supply – often our inability to recognize them, in the moment, is our collective challenge.

As we are making the drive home from preschool, I am listening to the escalating conversation between my children. It goes a little like this:

2-year-old: “I made a picture of Nemo”

4-year-old: “No you didn’t!! I know you didn’t!”

2-year-old: “YES I DID…YES I DID”a

4-year-old: “No you didn’t (pause) “YOU DON’T know anything!”

As the volume intensified, I knew I had to step in. I asked my 4-year-old how do you know what your sister did or did not do?

4-year-old: “I did not see her draw Nemo”

Me: Is it possible that she could have done what she said even though you did not see her or that she knows something you do not?

4-year-old: I know she didn’t. I know everything. She doesn’t know anything!

Me: Well honey, here is the thing. No one knows everything and everyone knows something!

After a few more rounds of this, he begrudgingly accepted my attempt to expand his thinking of his sister’s intellect.

During the last few moments of the drive, I could not help but chuckle at the irony between my mom role and my professional role as an executive coach. Many of the high performing leaders that I work with seem to face this very same concept. Of course the argument is presented in more complex and sometimes ambiguous terms.

Let’s examine how the same conversation might sound like in an office near you:

“That department, team or individual just doesn’t get it”

“I inherited a team that isn’t willing to change”

“Why don’t they just do what I said or highly recommended?”

Many times an unconscious thread of “ I know everything and they don’t know anything” is floating under the surface. The leader’s attempt to move forward encompasses an attempt to tell, advise or coerce the other party to see it the way they do and in their mind “the right and only way” to proceed.

As an executive coach, this type of dialogue is a sign of a leader that is stuck, frustrated and ultimately unsure of how best to influence others. It is at this point that the focus shifts to building awareness around patterns of thinking and the value of curiosity. In others words, to value and act upon the premise that “ No one knows everything and everyone knows something. ”

To learn more about leadership development strategies to make this shift for yourself or for someone in your organization connect with me directly or via LinkedIn .

Christie Berger, executive coach Nashville, partners with organizations to support the learning initiatives of its executives and high-potential leaders through customized individual leadership coaching and team coaching engagements.

“Leaders past successes can yield a false sense of confidence in their assessment of the right approach needed for today’s challenges.”

A few questions leaders should ask themselves on a regular interval:

What has changed in my environment, market and organization?
What does excellent leadership look like today based on these changes?

Connect with Christie if you would like to learn more about how best to support your leaders in strengthening their leadership agility through coaching.

Christie Berger, executive coach Nashville, partners with organizations to support the learning initiatives of its executives and high-potential leaders through customized individual leadership coaching and team coaching engagements.

Nashville Mayor Megan Barry: A Conversation With Leading Women In Business

Thu, 25 May 2017 14:11:28 GMT

An exploratory discussion about women, leadership and Nashville

Growth and change depend upon the strength of our communities and those who are chosen to lead from within. Nashville is no exception to this proclamation. As an executive coach in Nashville, I saw the need to bring leaders together to advance the discussion of women in leadership and civic initiatives that impact us all both professionally and personally. As a result, I established Fusion Leader Circuit (FLC) to ignite learning through neutral forums across industries and communities.

Nashville Mayor Megan Barry hosted the current FLC cohort comprised of ‘Women Executives in Human Resources’ this week. The passion for our city was apparent in the many initiatives Mayor Barry and her team are pursuing. When it came to the discussion of women in leadership, it was clear that this topic was of equal importance, as well as, ensuring that the face of our city’s leadership represent the make up of all the people they serve.

Mayor Barry is in her position not because she is a woman. She is in the position because she is the right leader at the right time for our city. That said, I would be remiss not to acknowledge the monumental achievement of being the first female Mayor of Nashville. As an executive coach, I am fascinated and inspired by people’s stories and lessons learned along their journey. As Mayor Barry shared a glimpse into her own professional journey, there were 3 key points that came to the surface:

Embrace the importance of relationships and model what is possible.
The impact of “indifference” and how caring for the collective creates healthy communities.
The lever of change is action.

It all comes down to caring enough to take action in a way that drives positive change for all. Thanks again to Mayor Barry and her team for encouraging the dialogue that paves the path towards action.

Today’s dialogue highlighted the contributions and commitment of Nashville’s leading voices. If you would like to learn more about how you can contribute your voice visit Fusion Leader Circuit .