New Paradigms LLC has over 60 years of experience as a management consultancy specializing in helping organizations effectively and successfully embrace change and engage their workforces.
Our model (Compliance to Commitment™) is based on an integrated, systemic approach that includes strategies to address five key elements:
- Respect
- Responsibility
- Information
- Rewards
- Loyalty
Additionally, our experience has taught us that these key elements cross boundaries of culture, generation, and gender. They have proven to be consistent across industries and segments. Most importantly they must be addressed systemically rather than serially.
New Paradigms LLC has implemented our model with the following industry sectors:
- Financial Services
- Healthcare
- High Technology
- Education
- Agribusiness
- Behavioral Research
- Ecotourism
- Government
- Manufacturing
- Non Profits
Mark F. Herbert has over 30 years of combined corporate management and consulting experience in industries ranging from high technology and financial services to healthcare and ecotourism. His most recent corporate role was as Chief Operating/Relationship Officer for one of Oregon's largest credit unions.
Mark is a Principal for New Paradigms LLC a management consultancy specializing in helping organizations effectively and successfully embrace change and engage their workforces.
He possesses a BS in Management from Arizona State University, attended graduate school at the University of Oregon's Institute for Industrial Relations, and has received specialized training certifications in programs regarding facilitating change, sales and service management, employee communications, and human resources management.
Using a model based on an integrated, systemic approach that includes strategies to address five key elements: respect, responsibility, information rewards, and loyalty; Mark facilitated and led teams and initiatives resulting in increased market share, improved profitability, and received national recognition for programs in education and healthcare management while officer at a large credit union. He has been a speaker and presenter at conferences on a local, regional, and national basis on leadership, change management, and human resources related topics.
mark@newparadigmsllc.com
Darby Giannone, Ph. D, is a Principal in the consulting firm of New Paradigms LLC a management consultancy specializing in helping organizations effectively and successfully embrace change and engage their workforces.
Her background includes over thirty years as an educator, administrator and consultant in both the public education and private sector environments. Dr. Giannone has been recognized by her peers in the education sector on multiple occasions for excellence and innovations in the educational process. Her specific expertise is in leadership, teambuilding, change management, and collaborative problem solving. Among her other accomplishments Dr. Giannone created the Yujin Gakuen Japanese language and cultural immersion program the first of its kind in the United States.
She possesses a Doctor of Philosophy in Organizational Development, a Masters of Education in Curriculum and Instruction, and a Bachelors of Science, all awarded by the University of Oregon. She was recognized with an academic excellence award from the Alpha Lambda Delta organization during her studies.
She has been a presenter, facilitator and consultant to organizations and clients on a regional, national, and international basis.
darby@newparadigmsllc.com
Leadership: What Does it Really Mean?
Daniel Goleman, writing in the March-April edition of the Harvard Business Review talks about six management models and a set of "emotional intelligence" factors that are imbedded in each. He describes Coercive, Authoritative, Affiliate, Democratic, Pacesetting, and Coaching models. The interesting thing is that in a study of almost 4000 executives the highest performers exhibited mastery of at least four of the six and could move between them quite fluidly as circumstances or staff change. As a rule they outperformed the objectives of their organizations by a factor of 15 to 20%. Similarly executives who lacked the "emotional intelligence" competencies under-performed expectations by the same percentages.
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