Mr Snodgrass is an approved Senior Consultant at Appleton Greene and he has experience in management, marketing and human resources. He is also a retired 2 star General in the USAF. He has achieved a Masters of Business Administration in Management, a Master of Science and a Bachelor of Science in International Affairs. He has industry experience within the following sectors: Aerospace; Defense; Aviation and Manufacturing. He has had commercial experience within the following countries: Japan; Saudi Arabia; United States of America and Egypt, or more specifically within the following cities: Washington DC; Dallas TX; Atlanta GA; Tampa FL and St. Louis MO. His personal achievements include: negotiated $3B F-16 FMS case; captured $450M fighter upgrade; increased pipeline by more than $1B; redesigned corporate international organization and global analysis of corporation’s market. His service skills incorporate: strategic alliance management; leadership development strategy; FMS processes; leadership training and capability analysis.
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One of the most important tasks for any corporation is to select, train, mentor and develop leaders up and down the organization. Regardless of market segment, leaders in an organization are crucial for growth, training subordinates, retaining personnel, selecting replacements and formulating/executing the company’s strategy. Understanding the differences between how to construct and manage process, and how to lead people who are executing activities in support of the company’s strategy is an important distinction that is often missed by both corporations and individuals. Leaders understand the objectives of the organization, work with their teams to develop execution strategies, solve problems faced by their teams along the way and make recommendations for change to their superiors. When leaders know how to act, how to lead teams while managing process, how to deal with both crises and success, and how to get the most out of their people they can be extremely effective and provide increased value to the company. This service approaches leadership from a broad perspective formed by over three decades of experience and success in both the US Air Force and industry. The service can be focused for first time leaders, experienced mid-level managers who are moving into new responsibilities, and senior or C-Level leaders of companies and corporations. The service can be focused in particular areas such as production and manufacturing, business development, supply chain, contracting, human resources, government liaison, engineering, or combinations of various functional areas in small groups. The service can be directed at individuals or small groups, depending on their level of experience. For more senior clients, an individual approach is more appropriate while for less experienced or new managers small group approaches are preferred. Annual follow up sessions with leaders who have completed the program is also available to ensure leaders continue to grow in their roles.
The first step in the service is a review of candidate’s resumes, if allowed by company policy performance reports for the past 2 years, and conducting individual interviews to ensure the training is properly focused. Pre-visit company research provides a basis for discussions with company leaders (not candidates but candidate’s supervisors) that will inform SGSS on company leadership approaches and philosophy. Training for first time or entry level managers is an 8 hour process, split into two 4 hour days. Groups of 8-10 maximum are best for this level of discussion, but smaller numbers can easily be accommodated. Candidates are asked to describe their concept for the perfect leader and attributes these leaders should exhibit. They will also describe things about leaders they do not aspire to mimic. Then the service reviews differences between traditional and matrix organizations, pros and cons of each, and leadership challenges for both. The candidates participate on discussion topics including (not exhaustive): Concepts of Authority, Responsibility and Accountability, metric based leadership, first time introductions into new organizations, how to meet new people, communication techniques and pros/cons to each, how to drive the organization, how to deal with under-performing people, learning from failure, motivation techniques, the role of HR, and dealing with peers from a leadership perspective. Each is discussed with examples from other organizations and candidates are discouraged from bring stories from their current company into the discussion. At the end of the 8 hours, the last session begins with each candidate describing their leadership philosophy in 1 minute or less, and then becomes a capstone discussion of techniques covered throughout the session and recommended reading materials on leadership to allow candidates to continue to improve their leadership skills. For mid- to senior-level leaders (senior managers, directors, and senior directors) preparation is similar and group sizes of less than 5-6 are best. During the training for more experienced leaders the review of different organizational constructs becomes more give and take on their experiences and how they see the pros and cons affecting their new roles. Each candidate is then asked to describe their leadership philosophy in less than one minute. After this review the service then conducts training on the above topics, focused for more senior leaders, with a similar wrap up session. For senior VP and company presidents the training is one-on-one, focused on leading teams of teams, driving the organization to success, communication, personnel management, and message creation and dissemination. Interviews of direct reports and one level below, as well as preparation on the company as described above are important steps in the process. Depending on the level of access allowed, SGSS offers a shadow program for senior leaders to allow for direct feedback on their performance after observation of leaders in action. Short one on one sessions over a period of 2-3 days culminate in a final review of observations and suggestions for consideration by the leader.
Companies can elect whether they just require Appleton Greene for advice and support with the Bronze Client Service, for research and performance analysis with the Silver Client Service, for facilitating departmental workshops with the Gold Client Service, or for complete process planning, development, implementation, management and review, with the Platinum Client Service. Ultimately, there is a service to suit every situation and every budget and clients can elect to either upgrade or downgrade from one service to another as and when required, providing complete flexibility in order to ensure that the right level of support is available over a sustainable period of time, enabling the organization to compensate for any prescriptive or emergent changes relating to: Customer Service; E-business; Finance; Globalization; Human Resources; Information Technology; Legal; Management; Marketing; or Production.
Maj Gen (ret) M. Snodgrass is a highly experienced senior executive who has successfully led and managed very large organizations for the USAF, Joint Staff, and industry. His experience working with diverse groups of people across the globe as well as multiple foreign partners and industries gives him a unique perspective in understanding how to lead complex organizations with varied missions. His skills as a teacher and communicator are well known in the US military and industry; and combined with global business success across defense and aerospace industries allows Snodgrass to present unique and sustainable leadership techniques to groups and individuals. His skills can best be employed through small group or individual engagements, seminar discussions, leadership workshops and cross-business collaboration approaches and techniques. By helping leaders across the experience spectrum be better at leading their organizations as well as managing processes, Mr. Snodgrass will help all levels of the corporation be more effective, increasing growth in highly competitive markets.
The following list represents the Key Service Objectives (KSO) for the Appleton Greene Leadership Development service.
- Candidate reviews
The first step in the service for both new leaders at the manager level and mid-level (Director) leaders is a review of the candidates for this training. The process includes reviewing their resumes, and, if allowed by company policy, their performance reports for the past 2 years. The next step is for SGSS to understand the company, their strategy or market approach, corporate culture, and leadership/management/HR philosophy. Pre-visit research on the company will provide a basis for discussions with leaders in the company (not the candidates for training but a select group of supervisors) that will inform SGSS on company leadership approaches and ensure SGSS is in line with company philosophy. Supervisors will be asked to explain their selection criteria for this new leader and identify those characteristics that made the candidate the best for this position. The service then conducts individual candidate interviews (approximately 30 minutes each) to compare what is written about the person to the actual person. SGSS can then ensure that the training is focused properly.
- Manager training
For first time leaders or entry level managers, the training is approximately 12 hours of training, split into 4 hour sessions (with breaks every 90 minutes) if approved by the client. Candidates should be in their positions less than 4 months (preferred). Groups of 8-10 are best for this level of dialogue, but smaller numbers can easily be accommodated. In the first hour candidates are given an overview of leadership definitions and asked to briefly describe their concept for the perfect leader and the attributes these leaders should exhibit. They are also asked to describe those things about leaders that they do not aspire to mimic. In the next two hours the service reviews other qualities and characteristics generally accepted for leaders, the differences between traditional organizational concepts and matrix organizations, pros and cons of each, and leadership challenges for both. At the end of the first session, the service introduces the upcoming seminar training, with candidate participation, on topics including: Concepts of Authority, Responsibility and Accountability; first time introductions into new organizations; and taking over from within an organization. During the next two 4 hour sessions the service covers: metric based leadership; how to meet new people; communication techniques (face to face, phone, email, public meetings, private discussions) and pros/cons to each; how to drive the organization; how to deal with under-performing people; motivation techniques; taking ownership of people and results; the role of HR; managing up and leading from above; work / life balance; building trust in employees; loyalty; getting ahead of demanding bosses; time management; attaining consistency in leadership; and dealing with peers from a leadership perspective.
- Director training
For mid- to senior-level leaders (senior managers, directors, and senior directors) preparation is similar to objective 01, and group sizes of less than 5-6 are best. Group size control is important at this level because more experienced leaders feel the need to talk about their lessons and experiences more than most entry level leaders. During the training for more experienced leaders the review of different organizational constructs becomes more give and take on their experiences and how they see the pros and cons affecting their new roles. Each candidate is then asked to describe their leadership philosophy in less than one minute. After this review the service then conducts training on the following topics, focused for more senior leaders. In the first hour, candidates are given an overview of leadership definitions and asked to briefly describe their concept for the perfect leader and the attributes these leaders should exhibit. They are also asked to describe those things about leaders that they do not aspire to mimic. In the next two hours the service reviews other qualities and characteristics generally accepted for leaders, the differences between traditional organizational concepts and matrix organizations, pros and cons of each, and leadership challenges for both. At the end of the first session, the service introduces the upcoming seminar training, with candidate participation, on topics including: Concepts of Authority, Responsibility and Accountability; first time introductions into new organizations; and taking over from within an organization. During the next two 4 hour sessions the service covers: metric based leadership; how to meet new people; communication techniques (face to face, phone, email, public meetings, and private discussions) and pros/cons to each; how to drive the organization; building trust in employees; loyalty; how to deal with under-performing people; motivation techniques; taking ownership of people and results; time management; the role of HR; managing up and leading from above; work / life balance; getting ahead of demanding bosses; attaining consistency in leadership; and dealing with peers from a leadership perspective.
- C-Suite training
For C-Suite leaders (senior VPs, Presidents, CEOs) preparation is similar to objective 01 including interviews of direct reports and skip level senior managers, but access to performance reports is not required. The next step is for SGSS to understand the leader, their goals for the company, corporate culture, and leadership/management/HR philosophy. This is an interactive discussion lasting 1-2 hours. The next 2 hours are spent reviewing the leader’s views on the following: Concepts of Authority, Responsibility and Accountability; communication techniques (face to face, phone, email, public meetings, and private discussions); how to drive the organization; loyalty; trust; respect; the leader’s role in success; work / life balance; attaining consistency in leadership; and depth vs breadth. The shadow program offered allows SGSS to sit with the leader in meetings and discussions, witness the leader in action (even to read some emails if possible) and note how teams react to the leader’s style and approach. At the end of the program, a debriefing is available for the senior leader to hear perspectives and potentially suggestions on leadership that will help the organization achieve its goals and objectives.
- Seminar Facilitation
The service offers a combined seminar/very large group/panel approach that can be used for larger audiences and different venues than the services described above. The seminar approach allows for SGSS to participate as either a moderator of a panel of company leaders at leadership team off site meetings or as a panelist at similar events. In addition, a 2 hour discussion of leadership from a broad perspective with anecdotes and real life lessons from industry and the military used to show how differing styles of leadership may or may not be appropriate based on the situation and desired outcomes. The presentations for very large groups allow for audience questioning at the end of the discussion.
“Major General Snodgrass is the best teacher of practical leadership I have seen in my career. His ability to explain cause and effect, and suggest new techniques to help leaders be more effective is superb. His over 40 years of leadership experience and willingness to share lessons learned with the audience resulted in extremely beneficial discussions on leadership and its importance in our organization.”
“General Snodgrass led the most comprehensive review of organizational alternatives I have ever seen. His ability to focus the team on the pros and cons of various organizational concepts and then extract the risks and benefits from various alternatives made everyone on the team perform better on the project. His focused approach to fact finding and basing recommendations on hard data allowed the team to deal only with facts and not try to predict “what the boss wanted to see.”
“Col Snodgrass provided the best review of leadership techniques, pitfalls, opportunities and objectives for the course at Maxwell Air Force Base. His speaking style was easy to follow while being informative and keeping the audience’s attention. He is motivational and practical and helps the audience see the connection between their actions and the success of the organization in a unique way.”
“Mr. Snodgrass was the hit of the Armed Forces Communications and Electronics Association (AFCEA) conference in Washington DC in 2013. His leadership discussion and views on how to take skills learned in the military and transform them into leadership skills in the private sector was outstanding. The Q&A was particularly instructive with his practical suggestions to a widely diverse group of communications professionals.”
US Africa High Command
Maj General Snodgrass was the keynote speaker at several events in Germany during 2009 to 2010. As the keynote speaker for Black History Month his presentation about diversity and the need for leaders at all levels to seek out and promote the talents of all individuals in the organization was unique and extremely well received. As the Graduation Speaker at Stuttgart High School’s commencement to an audience of over 2000 students and parents he focused the students on not only their accomplishments but their future value to themselves and our nation by talking about their upcoming leadership challenges. His presence and delivery in addition to his approach to the subject matter was truly inspiring for both speeches.
More detailed achievements, references and testimonials are confidentially available to clients upon request.
This service is primarily available to the following industry sectors:
Manufacturing touches every possible sector of the economy. From Aerospace to Transportation leadership is needed across the labor and management spectrum in every conceivable field where people work for other people. In good times of growth and times of recession, for private companies and public corporations, in government and the service industry the one common thread is that leadership drives organizations to success or leaders are held accountable for the lack of success. Global manufacturing is still in the recovery phase after the 2009 recession, and companies are looking for any advantage possible to be successful in their markets. Companies seeking to grow are recruiting leaders at an accelerated pace in order to position their companies for future success. Without leadership, and their ability to recruit, train, motivate, retain and reward personnel companies will soon find themselves suffering the fate