The Appleton Greene Corporate Training Program (CTP) for Authentic Leadership is provided by Ms. Delene BS Certified Learning Provider (CLP). Program Specifications: Monthly cost USD$2,500.00; Monthly Workshops 6 hours; Monthly Support 4 hours; Program Duration 24 months; Program orders subject to ongoing availability.
Ms Delene is a Certified Learning Provider (CLP) at Appleton Greene and he has experience in management, production and human resources. She has achieved a Bachelor of Science in Computer Science and Mathematics with Business Emphasis. She has industry experience within the following sectors: Healthcare; Banking & Financial Services; Education; Advertising and Non-Profit & Charities. She has had commercial experience within the following countries: United States of America, or more specifically within the following cities: Twin Cities MN; Milwaukee WI; Omaha NE; Denver CO and Des Moines IA.
To request further information about Ms. Delene through Appleton Greene, please Click Here.
Appleton Greene corporate training programs are all process-driven. They are used as vehicles to implement tangible business processes within clients’ organizations, together with training, support and facilitation during the use of these processes. Corporate training programs are therefore implemented over a sustainable period of time, that is to say, between 1 year (incorporating 12 monthly workshops), and 4 years (incorporating 48 monthly workshops). Your program information guide will specify how long each program takes to complete. Each monthly workshop takes 6 hours to implement and can be undertaken either on the client’s premises, an Appleton Greene serviced office, or online via the internet. This enables clients to implement each part of their business process, before moving onto the next stage of the program and enables employees to plan their study time around their current work commitments. The result is far greater program benefit, over a more sustainable period of time and a significantly improved return on investment.
Appleton Greene uses standard and bespoke corporate training programs as vessels to transfer business process improvement knowledge into the heart of our clients’ organizations. Each individual program focuses upon the implementation of a specific business process, which enables clients to easily quantify their return on investment. There are hundreds of established Appleton Greene corporate training products now available to clients within customer services, e-business, finance, globalization, human resources, information technology, legal, management, marketing and production. It does not matter whether a client’s employees are located within one office, or an unlimited number of international offices, we can still bring them together to learn and implement specific business processes collectively. Our approach to global localization enables us to provide clients with a truly international service with that all important personal touch. Appleton Greene corporate training programs can be provided virtually or locally and they are all unique in that they individually focus upon a specific business function. All (CLP) programs are implemented over a sustainable period of time, usually between 1-4 years, incorporating 12-48 monthly workshops and professional support is consistently provided during this time by qualified learning providers and where appropriate, by Accredited Consultants.
Our past leadership models were rooted in a hierarchy and capitalistic mindset with a win, lose view – the survival of the fittest. Gaining more market share was the motivating force, often to the detriment of other indicators. Employees looked to their leaders for direction, at times as heroes, and masculine energy was more predominant.
Our old conditioning for “power over” leadership stems from numerous sources, including our educational systems where we were taught to follow. This mindset enabled a workforce to remain more consistent and stay in positions on average of 7.5 years; often motivated from a sense of loyalty and sometimes, fear.
Rewards were given based on expected performance and contingent rewards. Errors and shortcomings were communicated based on these specific goals. This is referred to as “transactional leadership,” an exchange, where each party does something for the other, a give and take.
In the eighties and nineties, a number of thought leaders including Peter Senge, Peter Drucker, Joel Barker, and others initiated an empowered movement. Dan Pink summarizes the three main drivers of employees as 1) autonomy, 2) purpose and 3) mastery. As people woke up to their creative energy and became more empowered, the complex systems of organizations split into other systems.
As a result, turnover has become a more consistent part of our work environment. More employees resign from corporations and are only staying on average of 1.5 years. A surge toward entrepreneurialism continues to grow. Now, nearly half the workforce are independent freelancers.
In the meantime, technology has grown significantly bringing efficiencies and easier access to broader opportunities and a global marketplace. At the same time, technology also contributes to feelings of overwhelm and chaos. Our workforce is primarily expected to be “on” and available to the demands of clients around the clock. Technology tends to take us out of our bodies and we often lose our connection with our innate, natural wisdom.
As communication changes are impacted by technology, our brains are rewiring. The dawn of new leadership is rising as generations adapt to the times. Millennials appear to be more creative and team-based leaders and less demanding of money and status.
Women as well, are stepping into leadership positions in many arenas and launching a plethora of new businesses. Over the last few years, the “me too” movement has accelerated the need to broaden women’s financial impact and transform our collective consciousness. Although biases against women in corporate leadership positions have decreased dramatically over the last half-decade, there remain subtle perspectives that continue to undermine and limit women’s access to power.
Over the last twenty years, in response to all the stress, mindfulness has developed as a necessary movement for sanity in our current day. In the west, it was developed as a stress-reduction technique and primarily practiced outside of work. As more people are finding yoga, somatic practices, and other mindfulness practices, they continue to build awareness for the wide positive influence these practices have in supporting our emotional, physical, spiritual and mental faculties.
The future is unstable as our workforce changes. For many of us, the normal way of engaging is met with resistance. Our diverse workforce landscape continues to develop with cultural differences and generational changes requiring new ways to fill the communication gaps. In March 2019, Harvard Business Review reported that the number one reason for lack of engagement is poor leadership.
Overall, we are living in transformational times. Our inner and outer ecosystems are out of balance. Stress and trauma have become all too common, and confusion is pulling us in many directions. Our old organizational models do not support the current movement toward sustainable ecosystems and prosperity for all.
In fact, our current systemic structures (healthcare, education, financial…) are causing stress, distraction, suppression, injustices, and even destruction. They contribute to the detriment and destruction of our inner and outer ecosystems and continue to pull upon one’s worth, and ability to effectively collaborate and grow.
As systems break-down and changes continue to speed up, reactivity is becoming an automatic response. Reactive communication and decision making does not generally come from wisdom and often contributes to the chaos and trauma. How do we lead today and engage resilience within our organizations? How do we not only respond to change but create change?
Currently, we know a great deal about what leaders do and how they do it. But we know very little about the inner place, the source from which they operate. New thought leaders are pointing to the whole being with discussions on emotional and somatic intelligence, spiritual wisdom and our interconnected natures. A few such leaders include Echkart Tolle, Brene Brown, and Otto Scharmer. Eckhart Tolle, Thich Nhat Hanh, and other eastern monks are pointing to mindfulness, the power of presence and releasing the ego. Brene Brown speaks about the importance of vulnerability and the influence of shame and guilt.
As we become more mindful, other somatic organizations including the Heart Math Institute and brain-based organizations are explaining the importance of nutrition and somatic care for our bodies. Eastern approaches continue to influence our experiential learning with qigong, yoga, and constellations for systemic understandings.
Otto Scharmer from MIT summarizes the call for leadership as follows: “We are living in a time of massive institutional failure, collectively creating results that nobody wants. Climate change. Hunger. Poverty. Violence. Terrorism. Destruction of communities, nature, life nature, life—the foundations of our social, economic, ecological, and spiritual well-being. This time calls for a new consciousness and a new collective leadership capacity to meet challenges in a more conscious, intentional, and strategic way.”
The point is new leadership is required to move beyond our current conditioning, to heal trauma and integrate emotional intelligence. Ecosystems need to be tended to for wholeness. We need to be inclusive. The realization for an integrated and balanced leadership style is dawning, requiring a balance in feminine and masculine energies. Learning to navigate with uncertainty, integrate body wisdom, emerge clarity from the formless, and rebuild from wholeness are necessary skills. Authentic, meaningful, engaging, co-creative leadership is required.
In contrast to transactional leadership, “transformational leadership” is emerging as a better solution. Transformational leadership comes from a new consciousness and inspires engagement. Transformational leaders authentically motivate from the inside-out and develop within themselves and those they lead a capacity to create the future of greater possibilities and move as one.
We need to prepare leaders for a different kind of future, one that will be constantly changing and increasingly interconnected, interdependent, and complex. Some things are coming to an end as old structures crumble. At the same time, new structures are rising up, some from the rubble.
A new workforce is emerging from our creatively empowered and autonomous workforce along with our global interconnection and developing social, emotional wisdom. As well, many in our current workforce will be displaced as technology, and in particular, Artificial Intelligence catapults us all into new dimensions.
As a result, leaders need to be masterful change agents in a world with new rules, new pressures and a new normal. According to MIT and Fritjof Capra on systems in the social sciences, we need to incorporate three aspects: the ecological, the social, and the spiritual. In eastern wisdom, this is referred to as three energies: earth, humanity, and heaven.
How do we do this? Leaders need to evolve their understanding of who they are, who we are and what we can create together. Through conscious evolution of individuals and organizations, we can address the root causes of systemic issues and locate the missing pieces in our three aspects, our three energies. We need to move beyond imbalances and develop new skills to see change and respond proactively.
Transformational change is possible by utilizing a framework that integrates the energy, actions, and awareness needed to “move as one”. We need to use a framework that integrates our ecological, social and spiritual divides and balances feminine and masculine energies for a whole system approach. This transforms people and organizations to grow organically and motivates employees from within. A whole-system approach moves us beyond our limited capacities and aligns us with our innate nature.
How do we do this? Authentic Leadership.
Moving as one means we include, ignite and co-create with all the elements for whole system change; our greater good. Each of us is a living, breathing and walking ecosystem, a movement of nature. When we move as one, we are in rhythm with our natural ecosystem. This changes from reacting to engaging and pollinating healthy ecosystems within ourselves, work, family, environment and community. It guides us to be nimble, flexible, responsive and authentic by redirecting attention from the exterior to the inner way of seeing.
People can be taught to move as one through experiential learning and authentic leadership. Authentic leadership begins by knowing yourself, being real with yourself from the purity of heart, and following your inner guidance. As one changes the quality of attention to an internal awareness it becomes easier to follow clear inspiration. Through alignment with your body, mind, heart, and spirit, one balances from within and comes from a place of peace, wisdom, and wholeness. To be authentic means we integrate the emotional, physical, mental and spiritual forces of our nature.
From this position, authentic leadership draws upon unique gifts to consciously rise up to meet what is next, clear the way forward, and respond in ways that transforms confusion. Authentic leaders can see the ecosystem in all living organisms and knows when one part is out of balance, all areas suffer; it impacts the whole.
As masterful change agents, authentic leaders facilitate others to move as one as individuals and together through co-creative conversations to emerge a greater future. They renew organizational culture by creating conditions and hosting environments to unleash the natural flow, and guiding others to their authentic selves knowing each person contributes to that culture.
Many of us have experienced healthy ecosystems where all people, entities, and elements are nourished and are working for the whole. It feels natural, harmonious and in-tune with our innate rhythm. It is easy to be in these healthy ecosystems that work well and help all participants prosper.
The following list represents the Key Program Objectives (KPO) for the Appleton Greene Authentic Leadership corporate training program.
This leadership program is based on the Authentic Leadership system and 5 phases: a proven, powerful approach to strengthening, energizing and focusing individuals and groups. It utilizes principles of transformation to grow the potential of individuals, organizations, communities and impact systemic change.
The Authentic Leadership system provides a wholistic and co-creative framework that involves human and environmental interactions to better manage one’s energy and perspective. It offers a balanced, whole ecosystem approach to listen more mindfully and move forward in a new way.
It expands leadership and facilitation skills with a repeatable, customizable, and fun approach that guides purpose and passion forward. Leaders learn how to draw out unique gifts to meet with uncertain times and wake up the greater potential to clear the way forward.
This a propriety system created by Ms. Delene through years of practice, observation and study. Ms. Delene developed concrete processes that integrates energy, awareness, and action, and mobilizes the mental, physical, emotional and spiritual forces of our human potential. This ecosystem develops the awareness of presence, passion, purpose, partnership, and practice.
The Authentic Leadership system is based on ancient eastern wisdom, years of organizational experience, and nature’s creative system. As a strategic management consultant for over thirty years, Ms. Delene combines eastern wisdom from qigong, feng shui and years of mindfulness practices to integrate for whole system change. In addition, she draws upon her years as a professional ballroom dancer and competitor for embodied leadership and teamwork practices. It blends facilitation practices with ecosystem awareness, eastern wisdom and somatic experiences synthesized with strategic and organizational behavior.
Practically apply the 5 phases with assessment tools, activities, a game, movements and meditations, and Feng Shui awareness for inner and outer ecosystem balance. By balancing yang (masculine) and yin (feminine) energies, individuals and groups are able to move to an ecosystem awareness for whole system transformation. As we activate this aware, co-creative field, we develop thriving ecosystems and whole culture transformation.
Phase 1: Map Phase + Metal Energy = Presence
Energy: Metal represents wisdom and awareness—the true riches in life. Metal helps us make room for new directions and continued growth. Actions: The starting point is mapping where we are. We assess the current situation and determine what we would like to be different. As we observe, imbalances and areas that block movement are identified. We map obstacles, challenges, and opportunities that exist in the current situation. Our presence is realized. Focusing question: How are we doing? Are we aligned with our values? Where are we out of balance? How can we strengthen?
Phase 2: Open Phase + Water Energy = Passion
Energy: Water’s action is non-action and its form is no-form. Water brings us inspiration. Actions: In the open phase we explore and imagine new possibilities. This is a creative phase in which we open to new ideas and solutions and bring them forward. Old paradigms are released as new paradigms are embraced. Our mission and vision are re-inspired and renewed. Focusing question: Are we living our passion? What is our mission and inspiration that guides us forward?
Phase 3: Vision Phase + Wood Energy = Purpose
Energy: Wood is a catalyst that furthers a change process. Associated with new beginnings, wood adds the energy of growth, expansion, and vitality. Actions: After exploring our options, in this phase, we then focus and formulate a clear vision and key goals to accomplish the results we desire. Our shared purpose and plan for the future emerge. Focusing question: What is our plan for the future, our direction? Who are our champions to deliver the plan? What are key attitudes we need to embrace for growth?
Phase 4: Engage Phase + Fire Energy = Partners
Energy: Fire describes a stage of peak power, reaching a maximal stage of activity. Fire creates more expansion, more connections, and increases your recognition. Actions: At this point, we’re ready to move into action. We engage partners with effective communication. We identify roles and responsibilities, implementation plans, timelines, and key milestones to move goals forward. We become masters at producing results by applying agents of change (five natural elements). Focusing question: Are we successfully engaging our partners? How can we maintain synergy within our teams?
Phase 5: Sustain Phase + Earth Energy = Practice
Energy: Earth energy provides stability and is essential to our overall sense of well-being. Apply earth energy to slow down, become more centered, and feel connected and stable. Actions: In the sustain phase, the new strategies turn into practice through the creation of ongoing systems, support, and sustainable efforts. In addition, improvements are recommended for the workspace environment to support desired growth and team dynamics. We restore vital energy flow within our teams and work environments. Focusing question: What does our space reflect? What adjustments will support our growth?
This service is primarily available to the following industry sectors:
Healthcare in the United States has primarily focused on patients using conventional allopathic practices, with prescribed drugs as part of the solution. Through the years, alternative holistic healthcare practices have developed into a multi-billion dollar industry based on community needs for new healing solutions, preventing illness, and maintaining vibrant health. As well, healthcare for emotional needs continues to grow in importance with an increase in mental health agencies.
Within the larger healthcare corporations, the providers, nurses, and doctors are bogged down by paperwork and bureaucracy that does not empower and does not typically treat the whole patient. Many report that pharmaceutical companies are undermining solutions and creating dependences to drive profit for the long-haul.
I have worked with large organizations, mental health agencies, and wellness centers. Within the traditional healthcare environments, stress is widespread, people have scattered energy, and nurses/caretakers are often feeling burned out. “Compassion fatigue” has developed into a common experience.
Wellness centers are springing up in response to the needs by courageous, entrepreneurial women who are taking risks to bring these modalities into mainstream practices.
For more than a decade, our government has tried to change the healthcare industry to make it more effective and meet the needs of all citizens. Some of these changes explore moving the private healthcare industry focus to a public service for all.
Overall, a revolutionary change is underway for many reasons, both economic and practical. Healthcare insurance is out of range for $28 million and increases each year. Our current system is often referred to as “sick care”.
In response, the relationship between doctor and patient is transforming from authority-centered institutional care and outcome-centered managed care to patient-centered integrative care. Functional medicine is rising as a solution that integrates western approaches with alternative care,
Women are key stakeholder in healthcare as workers, caregivers and consumers, yet are underrepresented in leadership positions across the industry. Although women spend more time caring for household members, not a single CEO is a woman in Fortune 500 organizations. Only 22.1% of their board members are women, about the same level (20%) as leaders in the Fortune 500 overall. And yet women make up the majority of managers and staff – 78 percent in healthcare and social assistance, and 77 percent as hospital employees.
Healthcare will continue to progress from patient-centered care toward citizen-centered holistic-integral care. Within communities, it plays a major role to the health of their ecosystem and community culture.
In order to contribute to our systemic transformation, leaders will need to help balance the ecosystem with equitable leadership and strategic direction that involves better meets the needs of the community. Integration with innovative and alternative health solutions need to take precedence, beyond the requests and influences of pharmaceutical and insurance companies.
Co-creative and learning conversations between healthcare organizations and its communities becomes a necessary approach. Questions need to be asked: “what is making us sick?” and “how can we work together across organizations for a whole community solution?” and “how do we motivate vital health within ourselves and others?”
The transformation of our health-care system revolves around transforming the relationship between patient and health-care provider from doctor-centric to co-creative.
Globally, the financial services industry leads the world in terms of earnings and equity market capitalization. Large conglomerates dominate this sector, but it also includes a diverse range of smaller companies. Financial advisors manage assets, offer advice to clients and move funds; a temporary task.
In 2008, there was the Great Recession that began in 2007, and developed into a full-blown international banking crisis that brought a global economic downturn. Shortly after this, I began working with a Wells Fargo financial advisor woman leader and her team. As a female leader in this arena, my client was able to attain fifth overall as a financial advisor within Wells Fargo. This is a unique position since gender parity exists in the financial services industry.
According to McKinsey research women’s representation in management in the financial services industry at the first/mid-level is about 48%, and executive/senior level about 29%. In 2017, the financial services industry in North America had a 24% gap between the rates of first promotions (from entry-level to manager) of women and men, despite asking for promotions at comparable rates. In a 2018 global survey of firms in alternative investments (e.g., hedge funds, private equity and venture capital, private real estate funds), women were only 13% of CEOs.
Is there a gap in ambition? According to their research, a limited number of female role models in leadership positions might also limit women’s motivation to make it to the top. “The lack of women in C-suite positions is a self-perpetuating cycle,” says Deanna Strable, executive vice president and CFO at Principal Financial Services. Marianne Lake, CFO of JPMorgan Chase, believes that having more women at all senior-executive levels is important to inspire entry-level women to aim higher.
For the past few years, I’ve been hosting co-creative conversations on the topic of money with women in leadership positions. Initiating these conversations was in response to the Lean-in and “me too” movements. We discuss many questions related to the relationship with money, and we explore the causes for imbalances in our current financial industry. Many agree that the primary intention that caused the 2008 recession was based on greed.
To address the imbalances, some of the women entrepreneurs who join these co-creative conversations are already offering innovative money solutions, such as: training others in regards to the “trauma of money”, developing an impact investing ecosystem, leading a financial advisor organization for “centered wealth”, and developing and providing a Black Women’s Wealth Alliance.
As for larger financial service companies, according to McKinsey’s research, 90 percent of them wish to close the gap on gender diversity. It is particularly critical given that more than half of women now control their household finances and are responsible for household savings and investing. Improved representation of female leaders will lead to a more rounded view of customers.
Companies that do not focus on gender diversity will find themselves at a disadvantage in attracting talent. “Anybody who doesn’t think about how to bring in more women won’t be able to compete, because they’re just cutting out half the talent from their opportunity set.” — Jenny Johnson, Franklin Templeton Investments.
To assist in rebalancing our financial system and moving toward prosperity for all, first we need to understand the emotions and imbalances of our money ecosystems. By hosting co-creative conversations with men and women, we can continue to reveal problems and emerge innovative solutions together. Making these issues accepted and speaking up for change will propel companies to better serve our communities.
As well, a rebranding of financial services will help inspire new leadership. Improving female representation in all financial service organizations, including wholesale banking and asset management, will help break down the walls and propel a future that is more equitable. Demonstrating that financial services is a sector in which women can thrive is a critical step to achieving parity. Furthermore, we need leaders to commit to change to renew and re-purpose our financial systems, and improve our impact with intentional investing ecosystems.
Since the mid-1990s, teachers have seen much change in our education system. According to a recent poll with teachers, some things stand out. First, we are expecting more from our students academically beginning in kindergarten. Secondly, more kids are having conditions that require medications.
For decades, we continue to ask: “What keeps students from learning?” The assessments point to multiple conditions, and depending on who is doing the assessment, they point to different problems and different solutions.
Because of unique conditions and not one program fits all, a multitude of new programs are developing. Teachers are being stretched with new programs, technology that is changing the look and feel within classrooms, and in many parts of the country, oversized classrooms.
As students and teachers deal with stress and trauma, Integration of social emotional learning is gaining action within schools. Teachers are practicing yoga and mindfulness and bringing this awareness to their students in their classrooms. One of my clients is currently teaching within numerous school districts in the Twin Cities area, and expanding to other cities.
,p>Moving away from the conventional pattern of teaching and learning, education systems are experiencing a paradigm shift in the way teachers are teaching and students are assimilating information. This change in educational patterns is all set to open up newer avenues for the teaching and learning groups, paving way for a modern school of thought.
Just like the health-care system, education is going through a transformation process that revolves around the relationship between learner and educator. It is moving through four phases – from authority-centered, teacher-driven way of organizing; to outcome-centered and testing driven; to student-centered and learning-driven; and finally, to entrepreneurial-centered, co-creative, and presencing-driven.
Teachers need to become masterful changes agents, creatively solve problems, and mindfully move through their day. They need to join together in understanding the co-creative process, share life skills, and help facilitate students to be adaptive, flexible, creative and authentic.
Technology provides new opportunities for engagement and individual programming. Gamifying the co-creative conversation will help engage students more, and guide them to align with their insides, as they explore their future work. Overall, we need to prepare students for jobs that don’t yet exist.
The advertising industry is a global, multibillion-dollar business and are hired to cultivate brand identities, persuade consumers to switch brands, launch new products, and lobby for political issues. Advertising can stimulate buying, increase sales, and help to jumpstart the economy. Popular media and technology drives this industry.
Until the 1980s, clients could find myriad services in a single advertising agency. Once the media industry started to grow, agencies diversified and spun off their specialized in-house departments into separate agencies. Consolidation of agencies continues to change the industry.
My small business branding client was working from home. She desired to join a larger agency for collaborative teamwork, and more opportunities. My client comments, “with Ms. Delene’s involvement, I was able to grow my business and secure a collaborative partnership with a large innovative print company.”
TV networks, Google and Facebook are currently monopolizing advertising approaches and dollars. At the same time, agencies are becoming smarter and more dynamic. New types of agencies are springing up, serving clients in fresh and commercially exciting ways.
Advertising agencies employ exactly the sort of people who will ensure a positive future. As leaders in using marketing data and artificial intelligence, these agencies have the opportunity to drive new models for business success. Business in general is moving from owner-driven with centralized control, to networked and matrixed with an intention-driven co-creative ecosystem.
Advertising at its best can transform businesses like no other investment. These agencies will continue to attract the best creative minds to come and transform global businesses. They relish the idea of playfully engaging their business partners into “the dance” and weaving together our interconnected ecosystems. These business partners offer game-changing impact, and clients will always need and value it.
Since the late 1980s, millions of NGOs and CSO (civil society organizations) have emerged on all continents. The non-profit sector contributes enormously to the American economy, providing 5.4 percent of the country’s entire gross domestic product (GDP), the equivalent of $905.9 billion of output, according to the National Center for Charitable Statistics. In 2012, non-profit organizations employed over 11 million people, which was approximately 10 percent of America’s workforce.
Like healthcare, the majority of the workforce, more than 75% in some sectors, is women. Still, when it comes to the highest rung of the ladder at big-budget organizations, women are much more scarce. In 2015, GuideStar found that of U.S. non-profits with annual budgets more than $50 million, just 18 percent had a female CEO.
Agencies are working to maintain their current organizational structures and compete for funding from the same pool of community resources and government grants. Fundraising events are saturating our daily activities. Personalized donor marketing has developed as the norm for engaging different groups of people; requiring a sophisticated development team.
The top three trends for charitable non-profits will continue to be: (1) limited resources; (2) increased demands on non-profits, stemming from increased needs in communities; and (3) the growing awareness that every non-profit and board member needs to be an active, vocal advocate for her/his non-profit’s mission to affect policies in the community, and at a national level. Women leadership needs to be groomed for strategic positions.
Civil society will need to continue their development journey from alleviating actors and donor-dependent to eco-system innovative enterprises that is partly or fully self-funding. This requires a balance in leadership with entrepreneurial and social enterprising activities and more women leaders.
Weaving networks will be part of their strategic initiatives to cross-pollinate solutions and community resources. Leaders will need to facilitate co-creative conversations and work together across agencies to solve our community problems.
This service is primarily available within the following locations:
Minneapolis is the largest city by population in the U.S. state of Minnesota, and St. Paul is the state’s capital. The settlement in St. Paul was initiated when Roman Catholic missionary Lucien Galtier built a log chapel dedicated to the apostle Paul.
The origin and growth of Minneapolis was spurred by the proximity of Fort Snelling, the first major United States military presence in the area, and by its location on Saint Anthony Falls, which provided power for sawmills and flour mills. Early development focused on sawmills, but flour mills eventually became the dominant industry.
This industrial development fueled the development of railroads and banks, as well as the foundation of the Minneapolis Grain Exchange. Through innovations in milling techniques, Minneapolis became a world-leading center of flour production, earning the name “Mill City”. Although the sawmills and the flour mills are long gone, Minneapolis remains a regional center in banking and industry. The two largest milling companies, General Mills and the Pillsbury Company, now merged under the General Mills name, still remain prominent in the Twin Cities area.
Manufacturing is the primary industry in Minneapolis’s diversified economic base. Principal manufacturing areas are electronics, milling, machinery, medical products, food processing, and graphic arts. Sixteen of the Fortune 500 largest U.S. corporations are headquartered in the Twin Cities, which is among the largest commercial centers between Chicago and the West Coast. The area is also home to 30 Fortune 1000 companies and several of the world’s largest private companies. Also integral to the local economy are high-technology industries.
As the city grew, the culture developed through its churches, arts institutions, the University of Minnesota, and a famous park system with an interconnected biking system. With the University of Minnesota and other colleges and technical schools providing applied research and well-trained scientists and engineers, one of the largest concentrations of high-technology firms in the nation—more than 1,300—developed in metropolitan Minneapolis-Saint Paul.
Among the banks and other financial institutions that make the Twin Cities the financial center of the upper Midwest, seven of the largest are based in Minneapolis. As well, the headquarters of the Ninth Federal Reserve District Bank is located in the city. Local banks, savings and loan companies, venture capital concerns, and insurance companies play a major role in the economic development of the region.
Billions of dollars have been invested in construction projects. These projects fuel the local economy and the redevelopment of downtown Minneapolis. The city has rediscovered the riverfront, which now hosts parkland, the Mill City Museum, and the Guthrie Theater.
The Twin Cities area offers a variety of programs for new and expanding businesses. Local programs The Minneapolis Community Development Agency (MCDA), the development arm of the City of Minneapolis, provides a host of affordable financing packages and site-search assistance for businesses expanding in or relocating to Minneapolis.
In addition, the state of Minnesota offers assistance to businesses in locating and training employees. Job training programs offer a variety of training and job placement services for youth, adult, and mature workers as well as dislocated and welfare workers.
The Hiawatha Light Rail opened to travelers in 2004; future expansion will make it into a 13-mile line that will connect downtown Minneapolis with Minneapolis-Saint Paul International Airport and the Mall of America in Bloomington. Planning is complete for a regional rail route which will connect St. Cloud with Minneapolis using an existing 40-mile freight corridor.
Located on Lake Michigan, Milwaukee is Wisconsin’s largest city. Manufacturing dominated the industry until 1970. While heavy machinery, tools, engines and brewing continue, businesses in the service sector, such as health care, banking, insurance, and retail sales, now employ most Milwaukee workers. Such businesses have spread north, west, and south out of the city along interstate highways, until the community of greater Milwaukee stretches nearly to Racine, Washington, and Jefferson counties.
Some of well-known companies are located in the Milwaukee Region, including Briggs & Stratton, Harley-Davidson, Jockey International, Kohl’s Department Stores, Master Lock, Manpower Group, Northwestern Mutual, Rockwell Automation and S.C. Johnson.
Milwaukee is also home to several international leaders in business-to-business commerce, including A.O. Smith, Brady Corp., Fiserv, GE Healthcare Technologies, Johnson Controls, Joy Global and Modine Manufacturing.
Milwaukee Region is ranked one of the 25 best places for doing business because cost of doing business is among the best in the US. At the same time, for the third year running, Wisconsin has placed 50th among the 50 states in startup activity as measured by the Ewing Marion Kauffman Foundation.
According to Metropolitan Milwaukee Association of Commerce, employment hit an all-time high in June 2019. Trends continue to show nonfarm jobs at a record high with an increase of 4.7% in education & health services jobs.
Although its pace of employment growth year after year is relatively strong, the total number of indicators trending upward remains low. The financial activities sector show employment declines and a negative trend for earnings for manufacturing production workers.
There are significant signs of positive community co-creative movement. One organization, NEWaukee, has made a living as a social architecture group, bringing people together from all walks of life to collaborate and innovate. Gener8tor is an angel investment group for startups and provides mentors and advisors in addition to cash. The Commons exists solely as an innovation accelerator, connecting emerging entrepreneurs and established businesses together while teaching skills necessary in the current job climate. It’s part of the Greater Milwaukee Committee’s MiKE (Innovation in Milwaukee) initiative.
In addition, the Cultivate Movement supports individual communities to grow in resilience with a better understanding of mental health. Communities build a foundation that supports a culture where individuals seek answers, get diagnosed and receive the support and services they need. This Movement is unique because it encourages municipalities to invest in mental health prevention through a comprehensive, culture shifting, community driven model.
Omaha is Nebraska’s biggest city and a regional manufacturing, transportation, trade, and service hub. From the 1890s through the mid-20th century, Omaha emerged as one of the top livestock markets in the world and a leader in the meat-processing industry.
Omaha has a diverse economy supported by several industries and influenced by its geographical location on the Missouri River which earned the city its historical title of “Gateway to the West.” Home to more than 45,000 businesses, including four Fortune 500 and five Fortune 1000 headquarters. Cost of living is low, and economic growth has been steady. There are eleven colleges and universities among Omaha’s higher education institutions, including the University of Nebraska at Omaha and Creighton University.
For perspective, a decade ago, in 2009, the Omaha-area unemployment rate topped 5 percent as the country was submerged in a financial crisis and recession. The Omaha area has rebounded strongly, and its unemployment rate is one of the lowest among big cities nationally, according to federal data.
Businesses for the first time flagged concerns about the workforce as their top issue. As the national economic picture brightens, companies continue to bring more employees on board, a trend that looks to continue into 2019.
The Greater Omaha vision is stated for 2040 – “We have emerged as one of America’s great next-generation regions. Noted for its cultural diversity and the private, public and civic sector commitment to innovation, entrepreneurship and excellence, the region is a high growth/high tech economy, a net importer of talent that has amassed an impressive record of “best places” accolades.
The area is known as a place that treasures each individual and businesses have the talent they need. The regional economy is robust and growing with an aggressive startup scene and a diverse collection of internationally-recognized businesses, small and mid-sized businesses, and corporate headquarters – all of which recognize ethical practices as drivers of profit. All area leaders regularly collaborate and leverage technology and resources to deliver effective solutions to community challenges and opportunities, ensuring a seamless delivery system of services to those in need.”
Located on the banks of the South Platte River close to the foothills of the Rocky Mountains, Denver was founded in 1858 as a gold mining town, and eventually grew into the state capital. Investors from Denver built a rail line, and with new roads and improvements to air travel in the early twentieth century made Denver a hub for transportation.
After World War II, the war oil and gas companies fueled a skyscraper boom in the downtown area. With the combined spending of the energy companies and the federal government, Denver expanded quickly. The state’s economy is diversified and is notable for its concentration of scientific research and high-technology industries. Other industries include food processing, transportation equipment, machinery, chemical products, minerals such as gold and molybdenum. Denver is an important financial center.
Downtown Denver’s decade-long economic explosion continues and more people are living in the city’s core neighbourhoods than ever before with 26,000 people living in the downtown area. The Downtown Denver Partnership calls Denver the “center city.” However, challenges remain in building a diverse workforce.
The Partnership goals are to build a downtown that is economically healthy, vibrant and growing. Seven major industries are redefining the state’s economy, including Tech, Agriculture, Real Estate, Craft Beer, Cannabis, Energy, and Tourism. Colorado’s tech industry employs hundreds of thousands of people and currently has about 350 openings in the Denver area. The fresh food trend is keeping this key Colorado industry nourished with their famous melons, sweet corn and peaches. Sales price of homes in Denver area are up 40%. The state was the first in the nation to legalize recreational marijuana and the economic impact seems to be paying off. The industry is now worth more than $1 billion and continues to break sales records month after month. The City of Denver has seen record numbers in tourism over the last 11 years.
A new study by Dell named Denver’s economy among the US’ best prepared for the future, ranking number 5 as a non-coastal city that is well prepared for growth. The only other city in the Rocky Mountain Region was Salt Lake City, which came in 19.
Growth indicators include: the ability of a city to attract curious and engaged people, the number of businesses that thrive in collaborative environments, and the prevalence of collaborative infrastructure. Currently, Denver’s Impact Hub is one of the most active and thriving offices in the US within the global network.
Des Moines is the capital and the most populous city in the U.S. state of Iowa. It is on and named after the Des Moines River, which was adapted from the early French name, Rivière des Moines, meaning “River of the Monks”.
Des Moines is a major center of the U.S. insurance industry, and has a sizable financial services and publishing business base. The city was credited as the “number one spot for U.S. insurance companies” in a Business Wire article and named the third-largest “insurance capital” of the world.
From its strong agriculture roots, Iowa has developed a robust mix of industries: 1) Agriculture and Food Production, 2) Renewable Energy, 3) Advanced Manufacturing, 4) Services, 5) Information and Communications Technology. Iowa makes it easier for entrepreneurs and global leaders to invest in R&D and plan for the future with their cost of living. Plus, they have a well-integrated transportation system, helping companies flourish.
The city is the headquarters for the Principal Financial Group, the Meredith Corporation, Ruan Transportation, EMC Insurance Companies, and Wellmark Blue Cross Blue Shield. Other major corporations such as Wells Fargo, Voya Financial, Nationwide Mutual Insurance Company, ACE Limited, Marsh, Monsanto, and DuPont Pioneer have large operations in or near the metropolitan area.
Iowa became the first state in the nation to develop a tax credit program to support the renewable chemicals industry. And, Iowa’s universities and community colleges develop curriculum specific for Iowa manufacturers.
Des Moines has long had a reputation as one of the least hip, least interesting and least dynamic cities in the Western world, a dull insurance town set amid the unending corn fields of flyover country. But over the past 15 years Des Moines has transformed into one of the richest, most vibrant cities in the country, where the local arts scene, entrepreneurial startups and established corporate employers are all thriving. Its downtown — previously desolate after 5 p.m. — has come alive, with 10,000 new residents and nationally recognized restaurants.
With an educated workforce, a prime location in the center of the United States, low costs for doing business, and a strong interstate highway system, it’s a formula for commercial real estate success. Des Moines will continue to see steady growth in commercial real estate sales, leases and development. Companies are moving here to take advantage of that strong workforce, a state government that has been friendly to new businesses and location in the heart of the Midwest.
”The Business Development department at the Mayo Health System in LaCrosse had participated in an Employee Satisfaction Survey. One of the areas of improvement that staff identified was to address stress issues and to help balance work and home lives and still have energy at the end of the day. For this extremely busy and high-profile workgroup, this felt like a daunting goal, and I as their manager felt that professional assistance was called for. Ms. Delene had already presented the principles of spiritual wellness and feng shui to the workgroup as part of its holiday celebrations and had been invited to return as a keynote speaker to the department annual retreat. The group had liked her so well that we decided to pilot a twice-a-month regular session with Ms. Delene’s program for a year. In addition to breathing techniques, she is helping staff with movement, visioning, mapping, and many other skills. Staff have found this additional training to be helpful, inspirational, and energizing. One person commented that she mostly appreciated her personal presence. It is my own belief that people need ongoing support and encouragement, and that good intention get lost in the hectic world in which we live. That is what Ms. Delene brings to us. Her professionalism, combined with advanced knowledge in this area, and her agreeable, non-judgmental, entertaining instructional style, have greatly added to the wellbeing of my staff members, and to me personally. We have learned so much. I would highly recommend Ms. Delene and her program to any corporate setting.”
”I began working with Ms. Delene first with a Feng Shui consultation, which then progressed to one-on-one coaching, and eventually, she facilitated the whole team. We needed more direction and guidance in shaping our business and she was great to work with. Ms. Delene is an astute listener and change agent. She can see a situation and help modify or rectify it. She possesses a strong intuitive ability and read a person quite well. We worked together for over eight years. During that time, she helped me to visualize my business, calmed me through rough patches and helped me to understand myself and my own ability to be a leader. She helped me transform by learning how to manifest…to keep goals in front, visualize results, grow by believing in oneself. I’m more focused on what I want. I’m being true to myself as a business leader. Her process works well on challenges and opportunities. I attended one of her retreats that I will never forget. She taught me to work through issues with not only the mind but more importantly, the heart. To listen to the heart is the path.”
”My company was growing and I needed help really forming my identity. Ms. Delene and I worked together for multiple years. She was instrumental in my company’s expansion – it has tripled in size both physically and financially. I really enjoyed working with her. She is able to take in a lot of information and put it into a system. With her assistance, she pushed me to think bigger, helped us stay focused and clear, prioritize the work, delegate and train others, and establish systems so we could go deep with the work. One of the biggest changes is my belief in myself as a mindful leader. With her support, I have stepped into my leadership role in creating a team of women that feels empowered and clear on their roles in the company. While she provided deep clarity around my business goals, she was also patient. I am fire and able to create and expand quickly. She taught me the importance of not burning out myself or my team. Ms. Delene is a fantastic facilitator and created a space for our team to connect at a deeper level and explore what really matters. Our team was able to clarify purpose and direction not only for the organization but also for ourselves as individuals. We all left our meetings feeling inspired and grounded in the next steps. She empowered my team members to be invested and excited about the work. Deep gratitude to have taken the time to have fun with my team, move and breathe together. I appreciate her combination of the elements, and mindfulness practices as that integration resonated with me deeply. It was wonderful to take an assessment of myself and the team to see where the business needed support. Ms. Delene cared and still cares about the mission of our work and continues to be an advocate for us. I feel deeply blessed to have worked together.”
“This whole process is fantastic. By meeting with us individually first then moving to the joint session, focusing on the mission while utilizing our passion, creativity, and the unique things we all brought to the table. This is such a fluid process and can gain such momentum. What a great investment it is. Personally, I am getting a high return on this investment as I believe our organization is too.”
“A wonderful evening was had by all at our annual Feng Shui meeting. I am so pleased to have been witness to such delightful sashaying around the floor with eloquence, ease, and enjoyment. Thank you so much from everyone in the Feng Shui Institute of the Midwest who has been part of an evening filled with a most unique and pleasurable experience, made so by your added presence and our sheer enjoyment of watching you dance with Adam and presenting a most enlightened evening.”
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