Services Provided by Lead It Forward:
1. Consulting. Typical processes and practices that are ripe for improvement:
· Talent Strategy – based upon your strategic business plan and the current performance of your division/company, what is the biggest Talent challenge you need to address? (You’ve addressed financing, marketing, technology/operations, right?)
· Employee Engagement – do you have a baseline score for employee engagement? Where improvements are needed the most? How are you implementing the strategy to make those improvements?
· Leadership Development – how would you rate the leadership skills of your senior team? What are the fundamental leadership skills you expect of all managers/leaders? Are you holding them accountable for those? Are you giving your top performers additional leadership experiences?
· Performance Management process (periodic performance reviews, development plans, compensation, incentives) – how much does your existing process support excellence in the business?
· Learning and Development strategy – how much are you spending and what is the return you are getting? Are the right people getting the best training? Are you training people for the future or for today?
· Job Families and Core Competencies – is there a logical career progression for Talent to follow? Do you know the most critical competencies for your most populated jobs?
· Work Processes – is the flow of the work causing unnecessary headaches/delays/problems? What is essential about the work you do? What can you cut out or stop doing?
· Talent Metrics – what are you measuring and why? Are you measuring what needs to improve the most to grow your business?
2. Project Management. When you need it done right the first time:
· Talent projects or programs – creation, implementation, measurement
· System conversion readiness – act as liaison between your Division and HR technology when preparing for an HR system implementation or conversion
· Damage control – find out why a Talent Management/HR project went off-track, make recommendations for course correction, get it back on-track
3. Education via workshops/seminars. Inspiring greatness, one group at a time.
· Various speeches/keynotes – 30 minutes to 2 hours – for your entire company, leadership team, group, professional association, etc
- FireUp! Your Employees program – 2 days – geared for a small audience of senior leaders
4. Coaching. Helping leaders go from Good to Great.
- Individual or Team Coaching
- Focus Areas: First Time Managers, Leadership, Sales, Time Management, Customer Loyalty
· Talent Strategy – based upon your strategic business plan and the current performance of your division/company, what is the biggest Talent challenge you need to address? (You’ve addressed financing, marketing, technology/operations, right?)
· Employee Engagement – do you have a baseline score for employee engagement? Where improvements are needed the most? How are you implementing the strategy to make those improvements?
· Leadership Development – how would you rate the leadership skills of your senior team? What are the fundamental leadership skills you expect of all managers/leaders? Are you holding them accountable for those? Are you giving your top performers additional leadership experiences?
· Performance Management process (periodic performance reviews, development plans, compensation, incentives) – how much does your existing process support excellence in the business?
· Learning and Development strategy – how much are you spending and what is the return you are getting? Are the right people getting the best training? Are you training people for the future or for today?
· Job Families and Core Competencies – is there a logical career progression for Talent to follow? Do you know the most critical competencies for your most populated jobs?
· Work Processes – is the flow of the work causing unnecessary headaches/delays/problems? What is essential about the work you do? What can you cut out or stop doing?
· Talent Metrics – what are you measuring and why? Are you measuring what needs to improve the most to grow your business?
2. Project Management. When you need it done right the first time:
· Talent projects or programs – creation, implementation, measurement
· System conversion readiness – act as liaison between your Division and HR technology when preparing for an HR system implementation or conversion
· Damage control – find out why a Talent Management/HR project went off-track, make recommendations for course correction, get it back on-track
3. Education via workshops/seminars. Inspiring greatness, one group at a time.
· Various speeches/keynotes – 30 minutes to 2 hours – for your entire company, leadership team, group, professional association, etc
- FireUp! Your Employees program – 2 days – geared for a small audience of senior leaders
4. Coaching. Helping leaders go from Good to Great.
- Individual or Team Coaching
- Focus Areas: First Time Managers, Leadership, Sales, Time Management, Customer Loyalty
Professional Bio
Ginny Schlosser is a seasoned business executive and the Founding Principal of Lead It Forward. Ginny is passionate about helping forward-thinking companies drive positive and lasting business results by focusing on their most important asset: Talent. Lead It Forward specializes in assessments of leadership effectiveness and employee engagement, Talent strategy development (based upon projected business plans), Talent project management (creating, implementing, and measuring Talent initiatives), facilitation of leadership development, benchmarking and research.
Ginny started her career as a bank teller, and worked her way up to the CFO of a major Division of Wachovia Corp. by her mid 30’s. Along the way, she drove improvements in Talent practices while building effective teams that produced excellent business results. She is known for her collaborative leadership style, her excellent organizational and analytical skills, and for fostering cultures of transparency.
As a successful former CFO, Ginny’s duties included directing all the accounting and finance functions related to Wachovia’s 50+ million square feet of space, with a $1.7 billion annual operating budget and a $500+ million capital budget. While in this role, she made significant improvements to performance management processes, she actively embraced and promoted Wachovia’s diversity efforts, and she was an advocate for employee development. These actions produced highly engaged employees performing excellent work that was highly valued by their customers, and contributed to an efficient and effective Finance function within the Company.
Ginny earned her MBA from the University of North Florida, and her Human Capital Strategist (HCS) certification from the Human Capital Institute. She has completed the Executive Leadership Program at UNC-Chapel Hill and has attended an extensive amount of diversity workshops and classes.
Ginny started her career as a bank teller, and worked her way up to the CFO of a major Division of Wachovia Corp. by her mid 30’s. Along the way, she drove improvements in Talent practices while building effective teams that produced excellent business results. She is known for her collaborative leadership style, her excellent organizational and analytical skills, and for fostering cultures of transparency.
As a successful former CFO, Ginny’s duties included directing all the accounting and finance functions related to Wachovia’s 50+ million square feet of space, with a $1.7 billion annual operating budget and a $500+ million capital budget. While in this role, she made significant improvements to performance management processes, she actively embraced and promoted Wachovia’s diversity efforts, and she was an advocate for employee development. These actions produced highly engaged employees performing excellent work that was highly valued by their customers, and contributed to an efficient and effective Finance function within the Company.
Ginny earned her MBA from the University of North Florida, and her Human Capital Strategist (HCS) certification from the Human Capital Institute. She has completed the Executive Leadership Program at UNC-Chapel Hill and has attended an extensive amount of diversity workshops and classes.