The purpose for this short message is to provide a brief introduction of my skills to provide management/leadership training for large to small companies. Dr. Mike Jernigan “Bob is loyal, trustworthy, and dependable. He is one person his friends know they can count on to do what he says, offer valuable advice, listen, and constructively participate in the development of ideas. He takes pride in achieving spectacular outcomes, but gives credit to others. We have worked actively and intellectually on many processes and ideas over the years. I have watched Bob take a concept or theory and develop a profound understanding of the theory or concept and then take that idea, make it his own and develop new understandings and applications that one expects to see only from the pointy head crowd with terminal degrees. We have been discussing and applying some ideas on leadership and management for at least 12 years. Bob understands and expands those ideas in a way that adds significantly to the body of knowledge of leadership and management. We collaborated on the development of a learning system for adult learners that has immeasurably improved the levels of understanding of our students and helped our professors become much more effective teachers.”

Adjunct Faculty Positions“Tell me and I'll forget,Show me and I might remember,Involve me and I'll understand.”Author unknown

A tool has been developed allowing us to measure the affects, poor managers inflict on other employees and the productivity of an organization. Research and analysis of behavior based outcomes can include:Systems Analysis, Strategic Analysis, and Outcome Analysis.Some of the concepts used to analize and measure overall organizational effectivness;Personal BehaviorBehaviors of direct supervisorPercieved/Actual power systemsPercieved/Actual work systemsLeadership and ManagementResults realized through value alignment and congruent and consistent behavior(s).Managers who share the overarching values of their employees will know how the employees prefer to be treated and to do the work. Values tell the members of a group or culture the preferred way of doing things and how people should be treated. When managers do not function using the shared values of the group, they are considered “bad” and rejected as having legitimate authority. In this case, the employees follow orders only to keep their jobs. Managers who do share the values of the group and are not trusted have lower levels of productivity, quality, innovation, higher turnover, and more disciplinary actions than effective managers. Managers who share a mutual trust and shared values with their employees have higher productivity, more innovation, higher quality work, fewer disciplinary actions, and less employee turnover.

Director for Regional Campus for Averett Univeristy