Flow-Based Decision-Making
The Appleton Greene Corporate Training Program (CTP) for Flow-Based Decision-Making is provided by Dr. Glick-Smith Certified Learning Provider (CLP). Program Specifications: Monthly cost USD$2,500.00; Monthly Workshops 6 hours; Monthly Support 4 hours; Program Duration 12 months; Program orders subject to ongoing availability.
Personal Profile
Dr. Glick-Smith is a Certified Learning Provider (CLP) with Appleton Greene. She has over 35 years of experience as a technical communication, knowledge management, and leadership/organization development consultant. She is a recognized expert in the areas of flow-based decision making and flow-based leadership.
Her book was listed as number one on Fire Chief Magazine’s Top 9 Public Safety Leadership Books of 2016. She has also co-authored and co-edited three additional leadership books. She has taught her “Strategic Planning for Your Life” workshop to thousands of people over the last 30 years.
Dr. Glick-Smith has been studying flow-based decision making and leadership in Fire & Emergency Management Services (EMS) since 2007. She started The Center for Flow-Based Leadership®, a division of MentorFactor, Inc., in 2018 to advance the lessons of service, compassion, and commitment to an articulated mission learned in Fire & EMS to other public service and corporate organizations.
Dr. Glick-Smith is an in-demand speaker to national audiences in a broad range of sectors in which she has consulted, including Technology, Financial Services, Oil and Gas, Manufacturing, Healthcare, Public Service, Transit, Associations, Consultancy, Regulated (e.g., Utilities, Cybersecurity, OSHA, ISO, and Payment Card Industry). She has worked with global companies and is not limited geographically.
She holds a Ph.D. in Transformative Studies with a concentration in Integral Studies from the California Institute of Integral Studies. She has a Master of Science in Conflict Management from Kennesaw State University and a Bachelor of Business Administration in Accounting with a Minor in Information Systems.
To request further information about Dr. Glick-Smith through Appleton Greene, please Click Here.
(CLP) Programs
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.
Executive summary
Flow-Based Decision-Making
The Flow-based Decision-making program teaches a dynamic approach to making decisions in today’s volatile, uncertain, complex, and ambiguous (VUCA) world.
Unlike rigid, linear decision-making models, flow-based decision making embraces the idea that decisions should evolve naturally as circumstances change and new information becomes available. Multiple studies since the early 1980s by Mihaly Csikszentmihalyi, Martin Seligman, and others have shown that when individuals, teams, and organizations operate in flow and they have had enough experience and the right experiential training, they make better decisions and increase their productivity.
The Impact of Poor Decision Making
Decision making in today’s business environment faces a plethora of challenges: evolving technologies, market newcomers, cybersecurity threats, workforce changes, globalized supply chains, and interconnected financials systems. This complexity hinders effective decision making in the following ways:
• The inability to be agile and adaptable.
• Decision fatigue.
• Risk aversion.
• Siloed thinking.
• Ineffective decision processes.
• Resistance to change.
• Data overload.
• Employee disengagement.
• Suboptimal performance.
• The lack of commitment to efficient and effective communication.
Corporate Examples of Poor Decision Making
In the dynamic landscape of corporate decision-making, the stories of Kodak, Theranos, and Wirecard offer stark lessons. Kodak’s decline, precipitated by its resistance to change and its reluctance to embrace the digital revolution it pioneered, underscores the necessity of adaptability and innovation. Theranos, with its fraudulent claims about revolutionary blood testing technology, highlights the critical importance of ethics and transparency in business. Finally, Wirecard’s collapse, following revelations of extensive financial fraud, serves as a cautionary tale about the need for robust financial oversight and regulatory diligence. Together, these cases emphasize that success in the business world is not merely about groundbreaking ideas or rapid growth, but equally about ethical integrity, adaptability to market changes, and responsible governance. These examples are sobering reminders of the consequences of poor decision-making in the corporate realm.
Corporate Examples of Excellent Decision Making
In the realm of modern business, strategic decision-making is pivotal for success, as demonstrated by Apple, Netflix, and Microsoft. Apple’s launch of the iPhone in 2007, under Steve Jobs, revolutionized the smartphone industry by venturing into mobile technology, showcasing the power of innovation and market foresight. Netflix, led by Reed Hastings, transitioned from DVD rentals to streaming in 2007, adapting to consumer preferences for digital content, which not only ensured its survival but also redefined entertainment consumption. Microsoft, under Satya Nadella, embraced cloud computing in 2014, shifting from software licensing to cloud services, a move that rejuvenated its business model and established it as a leader in the cloud sector. These examples underscore the critical role of visionary leadership and strategic agility in navigating market shifts, highlighting how bold decisions can transform organizations and lead to unparalleled success in the competitive business landscape.
Decision Making Models Contrasted
Business school models of decision making involve some variation of the following seven-step method:
This model works fine when we have time to devote to the solution, but this kind of analysis is not practical in most settings. Even when there is an abundance of time and information available, we do not make decisions this way. We tend to gravitate toward the last decision we made in a similar situation that had successful results. In critical situations emotions take over. Experience facilitates accurate reliance on emotion, which leads to right action.
Flow-based decision-making combines the work of Gary Klein and his Recognition-Primed Decision Model (RPDM) and the idea of making decisions while in a flow state. This is representative of how people actually make decisions.
Recognition Primed Decision Model, Gary Klein
Conclusion
Leadership sets the tone for an organization. If the leaders are making bad strategic choices, they are setting the example for the people who do the work of the organization at the tactical level.
This program fosters effective decision-making at the individual, team, and organizational levels, emphasizing alignment with organizational goals and an outward focus on service. It underscores the importance of implementing standardized processes, committing to a robust infrastructure, and providing continuous experiential training to facilitate flow-based decision-making. A flow-based organization has happy employees who are empowered to do their best work. Such an approach results in loyal customers ultimately impacting the bottom line in a positive way.
Whether you are facilitating an Agile team of tech developers, leading a corporate board of directors, commanding a team of firefighters in an emergent incident, performing brain surgery, creating alone in your studio, playing on a basketball team, or fishing by a quiet stream, this program is designed for those who want to make better decisions by maximizing their flow-states and the flow-states of others in outward-facing service.
Curriculum
Flow-Based Decision-Making – Part 1- Year 1
- Part 1 Month 1 Introduction to Flow
- Part 1 Month 2 Introduction to Decision Making
- Part 1 Month 3 Strategic Planning for Your Life™ (SPYL)
- Part 1 Month 4 Introduction to Flow-based Leadership
- Part 1 Month 5 Communication and Conflict Management Skills
- Part 1 Month 6 Committing to a Stable Infrastructure
- Part 1 Month 7 Developing the Plan: Mission and Values – Identifying the Why
- Part 1 Month 8 Developing the Plan: Identifying Key Performance Indicators and Metrics
- Part 1 Month 9 Developing the Plan: Facilitating Team Flow
- Part 1 Month 10 Developing the Plan: Mentoring and Growing the Next Generation of Leaders
- Part 1 Month 11 Moving Forward in Flow
- Part 1 Month 12 Summary and Certification
Program Objectives
The following list represents the Key Program Objectives (KPO) for the Appleton Greene Flow-Based Decision-Making corporate training program.
Flow-Based Decision-Making – Part 1- Year 1
- Part 1 Month 1 Introduction to Flow – We start with an introduction of flow concepts and the psychological foundations of flow. This module breaks down the components and the mechanics of flow and gives concrete and compelling examples of how being in a flow state facilitates situational awareness and critical thinking, resulting in better decision making, especially in critical situations. It also explains the advantages and benefits of implementing flow-based decision making and leadership practices within an organization. Flow is a feeling that is unique to the individual. It is neither positive nor negative. Flow impacts well-being in a circular way. In other words, flow facilitates well-being, and having a sense of well-being facilitates the ability to work and make right decisions in flow. While everyone experiences flow from time to time, everyone’s flow triggers are different. This session helps participants identify their own flow triggers and teaches methods for transforming into flow. This module introduces flow principles participants can leverage to solve problems and make decisions quickly and effectively, especially in complex, dynamic corporate environments.
- Part 1 Month 2 Introduction to Decision Making – The second session focuses on various decision-making models: Recognition-Primed Decision Model (Gary Klein), System 1 and System 2 thinking (Daniel Kahneman), OODA Loop (John Boyd), the work of Sian Beilock around “getting it right when you have to,” and the works of Malcolm Gladwell and Jonah Lehrer. We also discuss the ideas of “gentle action” and “creative suspension,” concepts put forward by quantum theorist, F. David Peat. This session also includes an assessment of emotional intelligence, and a discussion of how emotional intelligence impacts decision making.
- Part 1 Month 3 Strategic Planning for Your Life™ (SPYL) – SPYL is a life planning framework I have been teaching since 1990. To practice unconscious self-assurance, it is important to have self-knowledge and be mission driven. This is a proven method students can use or modify to stay focused in their lives. I do not claim that it is the best method or the only method—only a method. I have used SPYL for over 40 years. It works for me. I offer it here as a baseline for students to create their own process to help them stay focused and enable them to maximize their flow states by being present based. Flow is present based; having a plan facilitates right decision making.
- Part 1 Month 4 Introduction to Flow-based Leadership – A flow-based organization enables all of its members—leaders and followers—to be in flow as much as possible, which enhances teamwork, collaboration, and employee engagement and fostering a culture of innovation by integrating flow concepts into ideation and creative processes. While this is best driven and demonstrated by the highest leaders in the organization, each individual has the ability to implement flow-based decision making using the components of flow-based leadership. Flow-based leaders believe they are leaders of equals. They demonstrate this through their actions, attitude, and words. They take on the mantle of “servant leader” by exhibiting selfless, outward-facing compassion, love, and commitment. We all have the opportunity to lead from time to time. This module is designed to increase situation awareness through self-reflective exercises and discussion to encourage students to become more aware of themselves and how they respond in various situations. People who seek to honour and respect those they lead find that people strive to do their best for themselves and their team. This module uses empirical research to present a model of leadership that creates an organizational environment where individuals and teams maximize their flow states and love to work and serve their customers and other stakeholders. We will contrast this leadership style with other leadership styles in the context of maximizing the effectiveness of flow-based decision-making.
- Part 1 Month 5 Communication and Conflict Management Skills – Communication is the master key to successful, effective flow-based decision making and flow-based leadership. Communication permeates every aspect of decision making. This module covers effective communication methods to facilitate the exchange of ideas and information among teams and departments beginning with the articulation of a mission and the vision for the team or organization. All decisions hinge on alignment with the mission and vision. Other topics we will cover in this module include information architecture, communication systems, and soft skills like listening, writing for understanding, and conflict management.
- Part 1 Month 6 Committing to a Stable Infrastructure – Having a sound infrastructure enables the ability to focus on the changing environment without having to be concerned with tools, systems, and other operational aspects being in working order. Organizations cannot expect the best work of their people when the technology or the physical assets get in the way of efficiency. We will cover the mechanics of what it means to have a stable infrastructure that includes physical assets, systems, people, living documentation, and knowledge management.
- Part 1 Month 7 Developing the Plan: Mission and Values – Identifying the Why – Flow-based decision-making emphasizes the alignment of an organization’s mission with its core values as a pivotal aspect. This alignment is essential because it ensures that every decision made propels the organization towards its ultimate goals while adhering to its fundamental beliefs and principles. When mission and core values are in sync, decision-making becomes more intuitive and efficient, reducing conflict and uncertainty. This harmony guides individuals and teams to make choices that are not only strategic but also culturally coherent, fostering a seamless and productive flow in the decision-making process. In this session, we will go through an exercise to craft mission and values.
- Part 1 Month 8 Developing the Plan: Identifying Key Performance Indicators and Metrics – One of the methods to be discussed is how to measure the effectiveness of flow-based decision-making. Participants will learn how to establish key performance indicators (KPIs) for tracking the success of flow-based decision making.
- Part 1 Month 9 Developing the Plan: Facilitating Team Flow – Have you ever worked with a group of people who seemed so connected that they finished each other’s sentences? They move as one, like a well-oiled machine. Each person takes responsibility for his or her own work and well-being, while also taking responsibility for communication with others on the team. This is what team flow looks like. What facilitates this is a common history and culture, trust, and respect among team members. The organization feels almost tribal. This month, we will focus on identifying and articulating the team’s story. Students will have the opportunity to reflect on how to incorporate rituals to enhance the bond within the team. We will discuss various ways to share knowledge and foster a mindset of collaboration.
- Part 1 Month 10 Developing the Plan: Mentoring and Growing the Next Generation of Leaders – Growing the next generation of leaders requires mentoring. Many organizations have mentoring programs that serve this purpose, but the success of these programs depends on individual commitment by the mentors and consistency in how people are mentored. This module is a mini course on how to be a good mentor. Mentoring starts with the self. We must be secure within ourselves to mentor someone else. Mentors must be able to be their own motivators before they can help motivate others.
- Part 1 Month 11 Moving Forward in Flow – This module provides strategies for overcoming resistance to adopting flow-based practices and implementing change effectively. Long-term success and sustainability of effective flow-based decision-making depends on ongoing evaluation and adaptation of flow-based practices.
- Part 1 Month 12 Summary and Certification – The last session will start with a summary of the program. Then, participants will present their plan for implementing flow-based decision-making in their organizations, articulating any findings they have gleaned from their various pilot activities.
Methodology
Flow-Based Decision-Making
Phase 1 – Foundations
The first session introduces Flow-Based Decision-Making by describing in detail the concept of Flow. In this session, participants will go through a series of exercises to help them identify their flow activities, what activities (triggers) put them into flow, and how to consciously trigger flow. Better decision making occurs when you are in a flow state. Situation awareness and the ability to assess risk in the moment are critical to decision making and, in turn, facilitate the ability to stay in flow.
The second session focuses on various decision-making models: Recognition-Primed Decision Model (Gary Klein), System 1 and System 2 thinking (Daniel Kahneman), OODA Loop (John Boyd), the work of Sian Beilock around “getting it right when you have to,” and the works of Malcolm Gladwell and Jonah Lehrer. We will also discuss the ideas of “gentle action” and “creative suspension,” concepts put forward by quantum theorist, F. David Peat. This session also includes an assessment of emotional intelligence, and a discussion of how emotional intelligence impacts decision making.
The third session in Phase 1 focuses on the participant. Flow arises when one’s mission, values, and goals are clear. Participants will develop their own life plan using the Strategic Planning for Your Life™ framework, which enables one to be mission driven. The resulting plan provides a tool to enable one to work in the present and maximize flow states.
Phase 2 – Flow-Based Leadership
The first session in Phase 2 introduces the idea of Flow-Based Leadership. Flow-based leaders maximize their own flow states and facilitate the flow states of others to enhance decision making, collaboration, and innovation. Flow-Based Leadership enables team flow.
The second session focuses on organizational and personal communication skills and conflict management skills. We will cover how binding the group with ritual, storytelling, knowledge sharing, and collaboration enhances the ability to drop into team flow. This session also covers the need for mentoring and growing the next generation of leaders.
The third session discusses the need for a stable infrastructure. The tools used by a team should never get in the way of productivity or the need to make critical decisions. Participants will identify the tools available to their teams, look at the efficacy of those tools, and learn how to recognize when those tools are no longer needed and when new tools might be better suited.
Phase 3 – Flow-Based Decision Making
The sessions seven through 11 in Phase 3 connect the concepts of flow to decision making. Participants will create a plan based on the Flow-based Leadership framework to implement flow-based decision-making in their organizations. One of the methods to be discussed is how to measure the effectiveness of flow-based decision-making.
Participants will learn how to establish key performance indicators (KPIs) for tracking the success of flow-based decision making. Long-term success and sustainability of effective flow-based decision-making depends on ongoing evaluation and adaptation of flow-based practices. The take-away for each session will be an actionable piece of the plan that they can test in their organization.
Phase 4 – Summary and Certification
The last session will start with a summary of the program. Then, participants will present their plan for implementing flow-based decision-making in their organizations, articulating any findings they have gleaned from their various pilot activities.
Industries
This service is primarily available to the following industry sectors:
Technology
The technology sector has been a relentless innovator since the advent of the personal computer and the internet. In its early stages, the focus was on hardware—developing faster, more powerful computing systems. This hardware race led to the creation of iconic products and companies that laid the groundwork for today’s digital world. As the internet emerged, it revolutionized information exchange, creating a new platform for innovation. Software development and internet services began to dominate, with companies like Microsoft, Google, and Amazon becoming household names.
The current status of the technology sector is characterized by rapid advancements in areas like artificial intelligence, cloud computing, and cybersecurity. These technologies are not only transforming traditional industries but also creating new markets and opportunities. The proliferation of smartphones and the ubiquity of high-speed internet have further accelerated innovation, making technology an integral part of everyday life.
Looking ahead, the technology sector is poised for continued growth and transformation. Emerging technologies such as quantum computing, 5G networks, and blockchain are expected to create new paradigms. The integration of AI across industries and the expansion of the Internet of Things (IoT) will drive further innovation. However, challenges such as data privacy concerns, regulatory pressures, and the digital divide pose significant hurdles. The sector must navigate these challenges while continuing to drive technological progress that benefits society at large.
In the technology sector, decision-makers face the challenge of balancing innovation with ethical considerations, particularly in areas like AI and data privacy. Rapid technological advancements necessitate agile decision-making, yet firms must also consider long-term impacts on society and the environment. Additionally, navigating global regulatory environments and addressing cybersecurity threats are key decision-making areas. Companies must continuously adapt to stay competitive while ensuring compliance and ethical standards.
Financial Services
The financial services sector has evolved considerably from its traditional roots in banking and insurance. Initially, the sector was characterized by local banks and financial institutions that served specific geographic areas. The advent of national and international banking, fueled by technological advances, expanded the reach and complexity of financial services. The introduction of credit cards, ATMs, and online banking transformed the way consumers interact with financial institutions.
Currently, the financial services sector is marked by rapid digitization and the rise of fintech. Innovations in mobile banking, peer-to-peer lending, and digital payments are reshaping customer expectations and experiences. Traditional banks are adapting to this digital transformation, while new players like digital-only banks and payment platforms are gaining significant market share.
The future of financial services is likely to be dominated by further technological advancements. Blockchain technology, for example, has the potential to revolutionize payment systems and enhance security. Artificial intelligence and machine learning are being used to personalize financial services and improve risk management. However, the sector also faces challenges such as regulatory compliance, cybersecurity threats, and the need to build trust with increasingly tech-savvy consumers. The sector’s ability to innovate while managing these challenges will be key to its future success.
For the financial services sector, decision-making revolves around integrating emerging technologies like blockchain and AI while ensuring robust cybersecurity and compliance with evolving regulatory landscapes. Financial institutions must make strategic decisions about adopting fintech innovations and digital transformation initiatives. Balancing innovation with risk management, particularly in a rapidly changing digital environment, is a crucial challenge for leaders in this sector.
Energy
The energy sector has undergone profound changes since the industrial revolution, shifting from traditional sources like coal and oil to more diverse and sustainable sources. Initially, the sector was dominated by fossil fuels, powering industrial growth and urbanization. The oil crises of the 1970s highlighted the world’s dependence on oil and spurred the search for alternative energy sources.
Today, the energy sector is increasingly focused on sustainability and reducing carbon emissions. Renewable energy sources such as wind, solar, and hydroelectric power are gaining traction. Technological advancements have made these sources more viable and cost-effective. Additionally, there is a growing emphasis on energy efficiency and reducing the environmental impact of energy production and consumption.
The future of the energy sector is likely to see an accelerated shift towards renewable energy and sustainability. Innovations in energy storage, smart grid technology, and energy management systems will play a crucial role. The challenge of integrating renewable energy sources into existing grids and balancing energy supply and demand remains significant. Additionally, the sector must navigate geopolitical dynamics, regulatory changes, and the need to maintain energy security while transitioning to a more sustainable model.
Decision-makers in the energy sector are confronted with the need to transition to sustainable energy sources while maintaining energy security and profitability. Strategic decisions involve investing in renewable technologies, modernizing infrastructure, and navigating complex geopolitical and regulatory environments. Balancing the immediate demands of energy supply with long-term sustainability goals and environmental responsibilities is a critical challenge.
Public Service
The public service sector, encompassing government services and administration, has evolved significantly over time. Initially, public services were limited, with governments primarily focused on defense and basic administration. The expansion of the welfare state in the 20th century led to a significant increase in public services, including healthcare, education, and social security.
Currently, the public service sector is grappling with the challenges of digital transformation. E-government initiatives are aiming to improve efficiency, transparency, and citizen engagement. There is an increasing focus on using technology to deliver services more effectively and to make data-driven decisions.
Looking forward, the public service sector is likely to see continued digital innovation. Technologies such as AI and blockchain have the potential to further transform service delivery and government operations. However, challenges such as cybersecurity, privacy concerns, and the digital divide must be addressed. Additionally, the sector faces the ongoing challenge of balancing efficiency with equity and ensuring that public services meet the diverse needs of the population.
In the public service sector, decision-making is centered around effectively utilizing technology to enhance service delivery while ensuring data privacy and security. Governments face the challenge of addressing the digital divide and ensuring equitable access to services. Decision-makers must balance budget constraints with the need for digital transformation, addressing societal needs, and responding to demographic changes.
Asset Maintenance Management
The Asset Maintenance Management sector is integral to ensuring the longevity and efficiency of physical assets in various industries, including manufacturing, transportation, utilities, and infrastructure. Traditionally, this sector relied on routine, calendar-based maintenance strategies. However, the advent of industrial automation and the Internet of Things (IoT) has transformed asset maintenance into a more dynamic and predictive practice.
Currently, the sector is characterized by the integration of advanced technologies such as predictive analytics, AI, and machine learning. These technologies enable real-time monitoring and predictive maintenance, which significantly reduces downtime and maintenance costs. Companies are increasingly adopting asset management software systems that integrate data from various sources to optimize maintenance schedules and asset performance.
Looking ahead, the sector is poised for further evolution with the advancement of Industry 4.0 technologies. The growing trend towards sustainable practices is also influencing asset maintenance strategies, with a focus on energy efficiency and reduced environmental impact. However, the integration of new technologies presents challenges in terms of data management, cybersecurity, and the need for skilled personnel.
Decision-makers in the Asset Maintenance Management sector face several challenges:
Technological Integration: Choosing the right technology to integrate into existing systems is a significant decision. Balancing the costs and benefits of adopting new technologies like IoT, AI, and predictive analytics is crucial.
Data Management and Analysis: With the influx of data from connected devices, decision-makers must determine how to best collect, store, and analyze this data to make informed maintenance decisions.
Cybersecurity: As maintenance systems become more connected and reliant on digital technologies, protecting these systems from cyber threats is a growing concern.
Skilled Workforce: There is a need for a workforce skilled in both traditional maintenance practices and new technologies. Training and retaining such talent is a critical decision area.
Regulatory Compliance: Navigating various industry-specific regulations and standards while implementing new maintenance strategies is a complex decision-making area.
Sustainability and Environmental Impact: Integrating sustainable practices into asset maintenance decisions, such as opting for energy-efficient solutions and minimizing waste, is increasingly important.
Cost Management: Balancing the upfront costs of advanced maintenance technologies with long-term savings and ROI is a key challenge.
Risk Management: Assessing and mitigating risks associated with equipment failure, downtime, and safety incidents is crucial for effective decision-making.
In summary, the Asset Maintenance Management sector is undergoing significant transformation, driven by technological advancements. Decision-makers must navigate a complex landscape of technological, operational, and strategic challenges to optimize asset maintenance and management effectively.
Locations
This service is primarily available within the following locations:
Atlanta, GA
The City of Atlanta, initially established as a transportation hub at the intersection of two railroad lines in 1837, has played a pivotal role in both regional and national development. Its strategic location in the southeastern United States fostered its growth as a commerce and transportation nucleus. The city’s reconstruction post-Civil War ushered in a new era of modernization and growth, positioning Atlanta as a leading city in the New South.
The 1996 Olympics marked a significant transformation, propelling Atlanta onto the global stage. This event catalyzed urban renewal projects, enhancing the city’s infrastructure and international profile. Today, Atlanta is a bustling metropolis, home to over 6 million residents in its metropolitan area.
Atlanta has evolved into a major economic and cultural center. It hosts the headquarters of several multinational corporations, including Coca-Cola, Home Depot, and Delta Airlines. The city’s Hartsfield-Jackson Atlanta International Airport, renowned as one of the world’s busiest airports, underscores its continued status as a major transportation hub.
The city’s workforce is diverse and highly educated, with a significant presence of tech and innovation sectors. Atlanta’s lower cost of living compared to coastal cities, combined with its rich cultural heritage and dynamic business environment, makes it an attractive destination for businesses and individuals alike. However, challenges such as traffic congestion and urban sprawl continue to shape its development trajectory.
Dallas-Fort Worth, TX
The Dallas-Fort Worth metroplex, commonly referred to as DFW, is a dynamic and rapidly expanding region in the state of Texas. Dallas, founded in 1841, and Fort Worth, established in 1849, have both played crucial roles in the economic and cultural development of the area. Dallas emerged as a major center for the oil and cotton industries, bolstered by its strategic position as a railroad hub. Fort Worth, known as the “Gateway to the West,” became a bustling cattle trading center, epitomized by its famous Stockyards.
Today, the DFW metroplex is one of the largest and most economically diverse regions in the United States, with a combined population of over 7.5 million. The area is a powerhouse in several industries, including finance, technology, defense, and logistics. DFW hosts a significant number of Fortune 500 companies and is known for its entrepreneurial spirit.
The Dallas-Fort Worth International Airport, one of the world’s busiest and largest airports, serves as a vital global hub, enhancing the region’s connectivity and economic reach. The metroplex also benefits from a robust transportation infrastructure, including major highways and rail networks, facilitating regional commerce and growth.
Culturally, DFW is rich and diverse, offering a blend of the modern and traditional, from Dallas’s renowned arts district to Fort Worth’s historic cowboy heritage. The region is home to numerous universities and research institutions, contributing to a skilled and educated workforce.
Despite facing challenges such as urban sprawl and economic disparities, the Dallas-Fort Worth metroplex continues to thrive, driven by a strong business environment, a diverse economy, and a commitment to innovation and growth. This vibrant region remains a cornerstone of Texas’s economic strength and a significant player on the national and international stage.
Washington, DC
Washington, DC, the capital of the United States, was founded in 1790 along the Potomac River. The city’s design, conceived by Pierre L’Enfant, reflects its unique role as the nation’s political epicenter. Washington, DC’s development has been inextricably linked to its function as the seat of federal government, attracting a diverse workforce and fostering a dynamic economic environment.
The city has evolved into a hub for policy, diplomacy, and international relations, hosting embassies, international organizations, and numerous federal agencies. This concentration of government institutions has spurred growth in sectors like law, lobbying, and consulting. The presence of renowned museums, monuments, and cultural institutions contributes to its global appeal.
The Washington metropolitan area has a diverse and highly educated population. The region’s economy is bolstered by the federal government’s stability, but it also boasts thriving technology, healthcare, and education sectors.
Challenges facing Washington, DC include affordability and gentrification, which impact the city’s demographic and social fabric. Despite these issues, Washington, DC remains a significant global city, symbolizing political power and democratic ideals.
Philadelphia, PA
Philadelphia, Pennsylvania, founded in 1682 by William Penn, rapidly grew into an economic and political powerhouse of colonial America, thanks to its strategic location along the Delaware River. As a key site for the American Revolution and the birthplace of the Declaration of Independence and the U.S. Constitution, the city has a rich historical heritage. The 19th century saw Philadelphia bloom into an industrial giant, bolstered by thriving sectors such as textiles, shipbuilding, and railroads.
Today, Philadelphia is the sixth-largest city in the United States, with a metropolitan area population of over 6 million. It has transitioned from its industrial roots to a modern economy driven by healthcare, education, and technology. The city is a hub for medical research and higher education, housing prestigious institutions like the University of Pennsylvania and Temple University. This academic presence has fostered a vibrant startup scene and a skilled workforce.
Culturally, Philadelphia is renowned for its arts, music, and diverse cuisine, drawing from its rich blend of ethnic communities. Tourists flock to iconic landmarks like the Liberty Bell, Independence Hall, and the Philadelphia Museum of Art.
Despite its successes, Philadelphia grapples with challenges like poverty, urban blight, and income disparity. Efforts towards urban revitalization and economic diversification continue, aiming to address these issues while maintaining its historical identity. Philadelphia’s strategic Northeast Corridor location, combined with its cultural and economic assets, positions it as a city of resilience and innovation.
Los Angeles, CA
Los Angeles, California, established in 1781, has risen from a small pueblo to become a global metropolis, known for its diverse population, cultural vibrancy, and economic prowess. Initially, an agricultural community, the discovery of oil in the late 19th century and the subsequent boom in the early 20th century were pivotal in shaping its early economy. The completion of the transcontinental railroad in 1876 marked a significant milestone, connecting Los Angeles with the rest of the nation and fueling its growth.
The city’s mild climate and natural beauty attracted waves of residents and tourists alike. Hollywood’s establishment as the center of the American film industry in the early 20th century transformed Los Angeles into a global entertainment capital. This, coupled with advancements in aerospace and technology during World War II and the Cold War, diversified its economic base significantly.
Today, Los Angeles is the second-largest city in the United States, with a metropolitan area population exceeding 13 million. It’s a major hub for entertainment, technology, fashion, and international trade, boasting the largest container port in the Americas. The city’s economy is bolstered by a robust creative sector, significant manufacturing output, and a growing tech industry, nicknamed ‘Silicon Beach’.
Los Angeles faces challenges such as traffic congestion, air pollution, and a high cost of living. Moreover, issues like homelessness and income inequality are prominent in urban policy discussions. Despite these challenges, its dynamic cultural landscape, educational institutions, and status as a Pacific Rim gateway continue to attract talent and investment from around the world. Los Angeles remains a city synonymous with innovation, diversity, and opportunity.
Program Benefits
Management
- Flow-Based Leadership
- Mission Driven
- Defined Values
- Better Decisions
- Improved Communication
- Enhanced Awareness
- Success Planning
- Organizational Resilience
- Service Orientation
- Personal Alignment
Human Resources
- Trained Employees
- Mentored Employees
- Employee Engagement
- Enhanced Morale
- Improved Culture
- Collective Well-Being
- Cohesive Teams
- Talent Retention
- Career Clarity
- Increased Positivity
Operations
- Increased Productivity
- Clearer Procedures
- Reduced Expenditures
- Risk Management
- Decision Support
- Process Improvement
- Effective Infrastructure
- Customer Service
- Greater Collaboration
- Accelerated Innovation
Testimonials
LeadershipN
“Once in a blue moon you come across a beautiful soul and have the privilege of working with them over many years – Dr. Glick-Smith is such a friend, co-worker, and giver. For a dozen years she volunteered as a CEO to come and share her life story and her vast experience with my leadership forums in Dallas, Los Angeles, Chicago and in Irving. Now with her life’s true passion found, Flow Leadership, she has even more value to share and does so in an inviting and endearing way that has you hoping that the experience will last longer. If you want to get to the heart of your people, Dr. Glick-Smith is your guide.”— Founder | Chief Learning Officer
Society for Technical Communication
“Dr. Glick-Smith is an exemplary leader, educator, and entrepreneur. I have seen her work as a board member and then President of the Society for Technical Communication, as an entrepreneur running a solid documentation consultancy, as a strategic planner and visionary, and as a researcher who manages to integrate creativity and science to provide practical benefits to people dealing with pressing real-world problems.”— Professor at Concordia University
“As an organizer of the Leadership Program at the 2017 Summit for the Society for Technical Communication, asking Dr. Glick-Smith to speak was an easy decision. She has been a friend, leader, and leadership mentor for some time.
“Dr. Glick-Smith’s talk about Flow-Based Leadership was helpful, inspirational, and interesting. I especially liked how she incorporated many different leadership styles into both her book and talk. Furthermore, hearing her talk after reading her book really helped drive the content of the book home. When she finished talking, I really understood what it means to be in ‘the Zone.’
“I feel honoured to call Dr. Glick-Smith a friend. She generously gave the STC leaders the benefit of her knowledge and experience, and we are so lucky we can call on her to help us help our communities.
“I recommend Dr. Glick-Smith as a speaker who can help motivate and educate leaders.” — Senior Technical Writer, Scrum Master
Shoap Technical Services
“I have had the great pleasure of working with Dr. Glick-Smith for over 5 years on a great variety of projects, from Sales Training, to documenting an enterprise-wide software system, to writing a compliance document. She is enthusiastic, a ‘go getter’ in the current parlance, and is not afraid to tackle ‘challenging’ projects with unrealistic deadlines. My clients consistently rave about her work and appreciate her tenacity in getting the information she needs to complete the assignment. She is very technical (back in the day she programmed in assembler) but sensitive to the needs of the user.” – Owner/Operator
igKnighted
“It has been my joy to work with Dr. Glick-Smith numerous times in numerous roles over a 15+ year period. She is one of those people whose challenges have created empathy and compassion, whose brilliance has created wonders, and whose thirst for knowledge is a gift to all who cross her path.” – Owner/Operator
Candle
“Dr. Glick-Smith is a great listener, making her an excellent consultant and problem solver. She asks good questions, letting you know that she has heard your concern or issue. If she accepts you as a client, she is committed to you. You have her total focus.” – Former Client and Colleague
Not-for-Profit Local Chapter (covered by NDA)
“Dr. Glick-Smith is a wonderful communicator and mediator. By using her skills, she was able to help the leadership of the local chapter of a non-profit organization overcome severe conflict and return to productivity. She’s also an inspirational speaker and motivator. I’d recommend her to anyone who needs to resolve conflict or who wants excellent coaching and mentoring.”
More detailed achievements, references and testimonials are confidentially available to clients upon request.
Client Telephone Conference (CTC)
If you have any questions or if you would like to arrange a Client Telephone Conference (CTC) to discuss this particular Unique Consulting Service Proposition (UCSP) in more detail, please CLICK HERE.