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Master Tutorials

1.5 CE credits (Session 200)
Managing Coaching Practices: The Good, the Bad, and the Ugly
Colleen Gentry and Ellen Kumata

Learning Objectives:

1. Analyze and articulate the objectives and desired outcomes of an organizational coaching practice, including an assessment of organizational stakeholders, opportunities, and points of resistance
2. Design a strategy and structure for a sustainable practice, including management/oversight, internal marketing, delivery, evaluation, and reporting
3. Identify and begin to develop processes, forms, tools, and other infrastructure needed to ensure success
 

Colleen Gentry is a master coach and principal consultant at Cambria Consulting, Inc., bringing over 20 years of experience in executive and organizational development to Cambria’s coaching practice. An innovator and leader in this area, Colleen has directed several executive and leadership development functions with Fortune 200 firms, and most recently created and led Wachovia Corporation’s executive coaching practice, twice named a Benchmarked Best Practice by Training Magazine. At Cambria, she partners with firms in the areas of executive development and executive coaching to build high-impact, practical solutions that work in today’s world. As an executive coach, she works with C-suite and high-potential leaders to prepare them for the challenges of complex, fast-moving business. She also served as a founding member of The Conference Board's Council on Executive Coaching, and has been an advisory board member for The Conference Board’s annual executive coaching conferences.

Colleen has worked with a broad spectrum of business engagements ranging from executive coaching, large-scale change efforts, culture integration, and high-potential development programs. She also has extensive experience in working with organizations through mergers and acquisitions to bring the best of both worlds together for increased performance. Colleen frequently consults and speaks on leading strategic coaching practices within organizations. Prior to joining Cambria, Colleen directed several executive development functions with Fortune 200 firms.

Colleen holds a BA from Michigan State University and an MA from the University of California at Berkeley, and is a graduate of the Newfield Network’s Coaching for Professional and Personal Mastery. She is a member of the National OD Network, the International Enneagram Association, and the International Coach Federation.

Ellen Kumata, managing director of Cambria Consulting, Inc. and leader of the firm's coaching practice, has over 25 years of experience working with Fortune 500 companies aligning HR systems to support business strategies. Her engagements span a wide range of HR applications including succession planning, performance management and assessment, executive development, and selection. A recognized thought leader in executive coaching, Ellen has coached CEOs and senior executives in prominent companies across a wide variety of industries. Her clients include financial services, management consulting, consumer products, insurance, manufacturing, publishing, and telecommunications companies, as well as NASA and other federal agencies.

Prior to Cambria, Ellen was a principal at Hay/McBer, a tenured associate professor of business law at California State University Stanislaus, and an assistant professor of business law at Michigan State University.

Ellen holds a BA in psychology from the University of Michigan, a JD from Wayne State University, and an MSc in industrial relations and personnel management from the London School of Economics and Political Science. She has authored a number of published articles on executive coaching and is a frequent presenter on this topic at national conferences. 


1.5 CE credits (Session 227)
Executive Versus Emotional Intelligence: 21st Century High Performance Strategy
Lori La Civita and Tammalette Mattison

Learning Objectives:
1. Describe the merit of scientific findings from studies of emotional and executive intelligence.
2. Identify areas of similarity and areas of divergence between emotional and executive intelligence
3. Apply theoretical and research findings to professional activities in regard to this topic.
4. Select and apply appropriate emotional and executive intelligence training and interventions in the workplace.
 

Lori LaCivita earned her PhD in psychology, with a specialization in industrial-organizational psychology and has over 20 years experience in higher education.  She currently holds the position dean of Psychology Programs for Baker College, Center for Graduate Studies. Lori has also held other administrative positions to include faculty chair of I-O psychology, director of Student Affairs, Student Leadership Development and has held faculty positions in distance education as well as traditional colleges/universities. She also has a great deal of experience as a researcher and I-O psychologist/practitioner, working with numerous organizations as a consultant and evidence-based coach.  Dr. LaCivita’s presentation, teaching, coaching and consulting methods are designed to create a climate that is both motivational as well as thought provoking, with a focus on positive and effective learning outcomes.

Tammalette (Tammy) Mattison is a career advisor and adjunct faculty member at Baker College, the largest private institution in Michigan.  She is a member of SIOP’s Education & Training Committee and an Executive Board member of the Michigan Association of Industrial-Organizational Psychologists (MAIOP).  Her primary interests are in leadership assessment and development, employment testing, and personnel selection.  Tammy teaches organizational psychology, professional career strategies, and various other employment-related courses.  She holds an MS in I-O psychology from Illinois State University and a BA in psychology and sociology from Western Michigan University where she studied and researched posttraumatic stress disorder and graduated from the Lee Honors College.  Before joining Baker College, Tammy worked in human resources and employee relations for 3 years.