1. GOODWILL INDUSTRIES OF CENTRAL VIRGINIA
Defining the Culture for
our Goodwill
Building a work force based on core values
Derby D. Brackett
6/18/2014
Goodwill Industries International
Executive Development Program
2013-2014 Cohort

2. 1
Table of Contents
Introduction …………………………………………………………………………………………………… 3
Statementof the Problem …………………………………………………………………………………………………… 4
ResearchQuestions …………………………………………………………………………………………………… 5
Purpose of the Study …………………………………………………………………………………………………… 5
The Designof the Study …………………………………………………………………………………………………… 6
Results …………………………………………………………………………………………………… 7
 Lisa Rusyniak, Presidentand CEO- Goodwill Industriesof Chesapeake,Inc.
o Reinventingthe LeadershipTeam
 Kristine Hackbarth-Horn, SPHR,CCP,CBP,VP – People &Culture, Goodwill IndustriesNCW
Menasha,WI
o Breakingthe Moldin Menasha
 KentKramer,SeniorVPandCOO- Goodwill Industriesof Central Indiana
o From RulesBasedtoPrinciplesBasedLeadership
 KeithReissaus,ManagingDirector- Nurse-FamilyPartnership,Indiana
o Throwingthe Rule Bookinthe Trash
 RobertK. Greenleaf,Fatherof ServantLeadership
o Greenleaf’sBestTestof ServantLeadership
 Luck Companies:IgnitingHumanPotential
o CharlesLuck,PresidentandCEO,Luck Companies
 PresentationsonValuesBasedLeadershipandhisowncorporate experience
 GenerationsMatter,MattThornhill,BoomerProject
o LeadershipToolsandTrainingonGenerations
 Financial Wellness/FamilyStrengtheningInitiatives
o Inspiring theStrengthof Goodwill Employees-Learning Lab in Austin,TX,July 15-16, 2013
o ExecutiveLiaison on Family Strengthening TaskForceforGoodwillof CentralVirginia

3. 2
 Tom Epperson,Leadership DevelopmentManager,LuckCompanies
o BringingValuesBasedLeadershiptoGoodwill of Central Virginia
 SessionsonValuesBasedLeadershipdesignedtoassistourorganization
redefine ourvaluesfor2014; and buildingourleadershipmodel basedonthese
values.
FindingandNoted Recommendations .………………………………………………………………………… 19
Conclusion …………………………………………………………………………………………………… 23
Personal LearningReflections…………………………………………………………………………………………… 25
Acknowledgements/References……………………………………………………………………………………….. 29
Appendices …………………………………………………………………………………………………… 32

4. 3
Introduction
Goodwill of Central Virginia(GCVA) hasbeeninexistence since 1923 servingthe communities
surroundingRichmondinVirginia.CharlesLaymanhasbeenourCEO since 1983 andhas ledus through
the many challengesof aconstantlyevolvingorganization.One of the mostdefiningchangeswasin
2006, whenGoodwill of CVA acquiredthe strugglingGoodwill of HamptonRoadsforminganew
organizationservingthe 39citiesand countiesof HamptonRoads andCentral Virginia. Withthe
acquisitionof newterritoryalsocame the challengeof creatingasingularidentity- ourbrandacrossthe
territory.Laymanhas workeddiligentlytoestablishthatbrandidentity-workingwithconsultants,GII,
the communityandour board, and hisownleadershipincreatinganorganizationthatisconsistently
recognizedforourmissionacrossourterritory. TodayGCVA isa $60 milliondollarorganizationthat
servesover17,000 individualsannuallyandoperates30retail storesandoutlets,anauction,e-recycling
business,commercial services,temporarystaffingservicesandmanagesgovernmentcontracts
throughoutourarea as well ascollaborativelywithCharleston,SouthCarolina.We have over1200
associateswhoproudlywearthe Goodwill blue.Ithinkitisclearthat ourmissionisimpactful,our
balance sheethealthy,ourmanagementisinnovative,andourbrandis identifiedasa workforce
provideranda retail store. Whatthenis the nextevolution forourorganization?
Our currentgrowth and our presence asa large employerinCentral VirginiaandHamptonRoads(one of
the top 50 in Richmond) give usthe greatopportunitytobecome anemployerof choice,buildinga
culture that servesourmissioninternally andexternally. Thisstartswithdefiningourleadership.We
are inthe unique positionto be able tobuild leadershipbasedonthe foundation of ourGoodwill
missionandvision. Withthe cultivationof the passionsurroundingourmission,we mustalso address
the generational issuesof engagingouryoungerassociatesandcreatingthe jobloyaltythatisinherent
inoldergenerations.While we continue to utilize the existingexpertise,we alsowantto attract new

5. 4
talentto ourlongterm social enterprise.Andwe needtocapitalizeonthe innovationthatisa resultof
that engagementtoproduce aproduct - a social enterprise- thatadapts tothe communityand
continuestobe able to serve those whoneedusmost. We must addressthe fearof change thatcomes
withthe experience of success. Itisthe toughestchoices thatchange livesdisproportionately;the
choicesthathave the greatesteffect.
Why now?Our $60 millionorganizationisthriving,financially soundandguidedbyabsolute
commitmenttoa statedmissionanda clearvision.Ata time of success, whydoesitbecome critical to
move people toadifferentwayof thinking - toa culture basedonvaluesandservice,incombination
witha businessbasedon solidfinancial outcomes?
Statement of the problem
We have beenworkingonaculture shiftforour Goodwill forovertenyears;withthe current
leadership,overthree.If we fail torecognize the needtofocusourculture inward - to define,
implement,and measure arobustleadershipmodel - we willfail togrow ourmissionoutward.
OurGoodwill hasgonethrough theexercise of defining servantleadership forus. We started with the
RobertGreenleaf model:“Do thoseyou serve (Associates,clients, customers),grow aspersons? Do they,
while being served,becomehealthier, wiser,freer, moreautonomous,morelikely themselvesto become
servants?
Whatis the effecton the least privileged in society? Will they benefitor at least, notbe further
deprived?“
We developed a platformwethoughtmadesenseand ourmantra became:“Weserve othersfirst:
support,develop,coach,and then getoutof the way.”

6. 5
We understood thewords, feltthe emotions,tried the behaviors, and thoughtweknew theoutcomes.
But implementation hasfallen short.Thecomponentsof servantleadership alongsideourmission and
vision became too broad-based forourorganization.It becameevidentthatany leadership style we
choosemustbe derived fromourmission and in lock step with ourvision and our values.Servant
leadership is certainly a component. Whilewe believe in the tenetsof servantleadership and wedo put
associatesfirst,howcan we integratethis into ourdaily business and getour organization to thenext
level with our valuesbased culture?
The core researchquestions:
 What will defineourleadershipand enhance ourculture forGoodwillof Central Virginia
(GCVA)?(Adaptamodel thatis alreadydefined suchasServantLeadershiporisthisthe time to
adapt and define ourown?)
 What measures forsuccess dowe use? (Talentacquisition,retention, internalpromotions,
associate survey results,learninghours, boardengagement)
 How do we make the change?(Establishinganinternal taskforce,engagingexternal
consultants,leadershipmeetings,associate rallies)
 How dowe overcome the fearof changingsomethingthatis now working?(Peoplewillresist
change for thisreasonalone.)
Purpose ofthe Study
 Propose the leadership culture forGCVA,integratingwith ourmission,visionandvalues.

7. 6
 Improve ourunderstandingof the generational attractionforthe Goodwill jobsof tomorrow
and the profile of the youngerleaders.
 Develop nextsteps forourculture shiftbasedonourdefinedleadership vision,valuesand
behaviors.
The design of the study
My researchisa combinationof experientiallearningandqualitative research. Mycareerchoiceshave
beenalignedwithorganizationsthatare basedon servingleader tenets.Myexperience withleadership
has always beengroundedinthisarena,butIhave neverbeenina positiontodefinethe outcome,only
to followthe role models. Multiple literature reviewsof subjectmatterexpertsinthe leadershipfield,
such as KenJennings orJimCollins,haveconsistently beenapart of my training.
With thisfundamental knowledge,the firstclearpathforme for thisendeavorwasparticipationin all
of ourculture basedactivitieswith ourCEO,CharlesLayman;otherGCVA leadership;Bronwyn Jones,
our Organizational Developmentmanager;andTomEpperson,DevelopmentManagerwithLuck
Companies toresetourdirectionand refine ourshiftingculture. Havingbegunthisjourneyin2003 and
increasingintensityin2011 withan internal servantleadershipfocus,itbecame evidentthatthisisnot
enoughtochange ourculture at the deeperlevelsthatwe hadenvisioned. Today,ourleadershiphas
engagedwithEppersontoconduct Luck Institute’s ValuesBasedLeadershiptraining.Thiseffortis
designedto bestdefineanenduringleadershipmodel thatintegrateswithourGoodwillmissionand our
strategicplanfor 2014-2016. My hope isto applylearningfrommyresearch to beginimplementation of
the nextphase of our culture andleaderdevelopment.

8. 7
The nextawarenessis thatGoodwill is unique initsmissionandvisionbase - there isaculture that is
intrinsicallyinplace now. How have otherGoodwillstakenthistothe nextleveland deepenedtheir
culture, theirservice of people, fortheirinternal structures?Iconnectedwiththree otherGoodwill
organizations,eitheroverthe phone orinperson, tounderstandtheirexperienceandtheirtransitions-
bothobstaclesandopportunities. Ialsounderstandthe needtoidentifywithourtotal workforce and
the innate challengesthatexistwithourdiverse associate base.Iserve asthe Executive liaisononour
FamilyStrengtheningTaskforce soI can stay abreastof those challengesand be apart of the solution.
The last area of considerationwasthe changingworkplace andthe realizationthatchangesmade today
mustappeal to multiple generations. Communicationstyles acrossgenerationscan differvastly, asdo
workhabitsand lifestyle expectations.How canwe designaculture that isengaging andenduring,
meetingthe needs of the differentgenerations? Itisclearthat thisbeginswiththe leadership- if the
leadershipdemonstratesthe behaviorsandthe valuesthatwe define asessential toourculture and
adaptable forthe future vision, we canbegintoinfluence andchange the organization.Butthistakesa
multilayeredefforttoappeal tothe entire workforce. Iworkedwith anexpertinthe fieldof
generational understanding,MattThornhill withthe BoomerProject.
Results
Lisa A. Rusyniak: Reinventingthe LeadershipTeam
After15 years,servingthatlastfewas COO, Rusyniak tookoveras CEO at Goodwill Industriesof the
Chesapeake,Inc.The retiringCEOhadover37 yearsof Goodwill experience with17yearsat the helmof
thisGoodwill.Seventeenyearsisalongtime to establishleadership normsand culture forthe
organization.AsRusyniak tookover,three longtermvice-presidentsinretail,humanresources,and
developmentalsoretired.Itbecame imperative forRusyniak tobuildherownteamandseta new
precedentforherleadershipstyle.She quicklyrealizedthe needforincreasedintegrationof the retail

9. 8
and workforce developmentsidesof the organization.She focusedonrevisitingcore valuesandcreated
a newmanagementteamphilosophy,“One company,one team, one mission”.
She gotto know her
associates – bymakingpersonal visitstothankthemandlistentotheirconcerns; by sending“state of
the union”messagesviaemail;bysending personal birthdayandanniversarycards. The greatest
obstacle wasinovercomingdecisionsthathadbeenmade inthe past,but were nolongerrelevant.The
sense of distrustamongassociatesthatthistype of change bringswas quicklyputtorest withher
personal actionsandherperseverance tointegrate operations.Herleadershipbroughtrecordbreaking
successin2012, and she continued tofocuson herleadershipteamgrowth withRightPathtrainingand
substantive developmentplansforall managers.
Kristine Hackbarth-Horn, SPHR, CCP, CBP,VP – People & Culture:Breaking the Moldin Menasha
As VPof People andCulture,the title saysalotaboutthe structure andthe tone of the culture at the
Goodwill inMenasha,WI.Witha traditional humanresource background,Kristine andherChief
VisionaryandStoryteller,BobPedersen,have formedaverynon-traditional approachtoculture.They
have workedat itfor overten yearsand it is still a workinprogress.The most importantaspectof their
journeyistheir“intentional culture”- itisaconscious,livingandbreathingcomponentof the
organization.Anditbeganwiththe values - movingvaluesfromwordsonawall to bringingthe values
to life throughdefinedbehaviorsandoutcomes. Today,the organizationpracticesprioritizationof the
mostdifficultdecisionsbasedon values.Itforcesthemtoact differently,providingavaluesroadmap
for makingbusinessdecisions.
As the MenashaGoodwill continuedtheirjourney,threesystematicstepsbecameclear.Behaviorsmust
be well definedandarticulatedoften;use of intentionallanguage andsymbolsiscritical tothe
communication;andadeeperreview of leadershipexpectationsandproceduresisfundamental to

10. 9
rebuildingthe team. The culture hasbecome one of allowance versuscompliance, withthe daysof
saturatingthe workforce withpolicyreplacedwithaworkplace thatputstruston the front endof
operations.Peers“care-front”peers;the growthanddevelopmentguidebookisdesignedfor“Caring
Leaders”;employeesare “teammembers”;and they remove “culture busters”andfocuson“culture
builders”.
For Menasha’sevolution,itwasmandatorythatpeople felttheyhadachoice.Theycouldparticipate in
the newculture withthe understandingthatthe “road ischangingand the destinationdifferent”orthey
couldmove on. There was an elementof fearof the commitmenttoa lifelongchange;there are always
those that are resistantor uncertainafteryearsof followingamore traditional pathof leadership.That
was understoodandthatelementwasreducedbychoice. The remainingleadersmustbe alignedwith
the values. Everyleaderundergoesa360⁰ assessmentannually,exercisingtransparencyona dailybasis,
withtheiractionsdemonstrating their“People first”philosophy.Thisisclearlyshownthroughtheir
“Circlesof Care” programsfocusingonEmotional andSpiritual well-being,HealthandWellness,
Financial Stability,andPersonal Safety - anundertakingtogetto know theirpeople andtheirneeds
better.
As Hackbeth-Horne toldme,theyare still onthe journeytoday.Allof theirmaterialsandthe decisions
theyhave made aboutleadershipfortheirGoodwill reflecttheirculture.Theycontinue tobe innovative
and have embarkedona newDreamFulfillmentpath. Theyfocuson Great Rewards:Good Pay.Good
Care.Good Work - a “Program designedtohelpteamleadersattract,hire,develop,andrewardteam
memberswhoare committedtoour visionandmission.” Andtheycontinue togrow theirbusiness,
increasingassets,revenues,andpeopleservedsteadily overthe pasttenyears.Menashatrulybroke the
moldof traditional culture - theybuiltasuccessful model fortheirbusiness,missionandpeople.It
worksand they workit.

11. 10
Kent Kramer, SeniorVice President&COO,Goodwill IndustriesofCentral Indiana, Inc.: From Rules
Based to PrinciplesBasedLeadership
KentKramerhas beenworkingwiththisGoodwill forovereleven years.Whenhe joinedthe
organization,the leadershiphadjustimplementedasignificantculture change fromarulesbased
organizationtoone that is nowprinciplesbased.The transitionwasavisionof long-timeCEO,Jim
McLelland, who, in1998, recognizedthattheirbusinessalignmentneededtochange.He boldlyasked
the question-“whatif youdidawaywiththe rules andpolicy,replacingthemwithguidingprinciples?”
Today the IndyGoodwill operates onfive basicprinciples:
 Respectforpeople - We strive totreat everyone withrespect.
 CustomerSatisfaction - We strive toexceedthe expectationsof customers,donors,andclients.
 Informeddecision making- We gatherinformationandfactstomake sounddecisions.
 Continuousimprovement - We continuallyimproveourworkenvironmenttoaccomplishour
mission.
 Good Stewardship - We are good stewardsof Goodwill’sresources.
These principlesare integral toall of theirprocesses:
 Interviewingguidesare basedonthese five principles.
 VP’sor Seniorleadersattendorientationsix timesayearto discussuse of these principles.
 The reviewprocessisheavilyfocusedonthe five basicprinciples.
 The associate behaviors andthe promotionprocessincludeevaluationsbasedonthe five
principles.

12. 11
All of the organizationisbothculturallyAND operationallyalignedwiththe five basicprinciples.They
have become the backbone of the organizationtodayandare the basisforconsistencyamong
leadership.More time isspenttodayhiringpeoplethanfiringpeople - managershave the autonomyto
deliverresults;they operate alignedwiththe principles,spendingmore time managingpeople.
Retentionratesare high - from 65-80% - clearlyindicatingthe emphasisputongrowingthe individual,
not justrunningthe business. They have implementedanew program, Established Leadership Series,
designedtofostergrowthinleaders.The programisa seriesof monthlyseminarsalignedwiththe basic
principlesandassociatedcompetencies.Itamountstonine monthsof intensive careerdevelopment
that isdirectlytiedtotheircompetencies. The realizationisclear- the journeyisnotover;creatingnew
leaderswithconsistent beliefsandalignedwiththe guidingprinciplesmustbe practicedonan ongoing
basis.It isan investmentof time andmoneyto sustainthe culture inIndianapolis.
KeithReissaus,Managing Director, Nurse - Family PartnershipIndiana: Throwing the Rule Book in
the Trash.
KeithReissauswasbroughtonboardwiththe Goodwill of Central Indianaover15 yearsago.His
innovative humanresourceapproachislargelyresponsible forthe transitiontocurrentdayprinciple-
basedleadershipatthe organization.He workedthroughthe obstaclesandperseveredingettingtothe
culture that isdominanttoday.Itwas notan easyprocessas Reissaussofreelyshared.
One of the biggestobstacleshe encounteredwasthe traditional humanresource approachandthe
back- endedhumanresource systemsthatwere inplace.Progressive discipline systems,attendance
systems,the “fearof management”control - all hadto be thrownout.Those practicesdidnot alignwith
the componentsneededtochange leadershipthinking.Theyactuallystalled theirabilitytogrow.The

13. 12
humanresource philosophyhadtobe changedtoone basedon trust; trustingmanagerstodo the right
thing.
Reissaus sharedhisbelief: “youcan trainthe mind,butyoucan’t trainthe heart.”One of the key
initiativeswastobetteraligntalentwiththe missiontoincrease missionimpact.Itis easy totrain
individualsintellectuallytobe a part of your organization;buttrainingindividualstobe passionate
aboutyour missionisanotherchallenge altogether.Itmaynot evenbe possibleif the core beliefsof the
individualdonotalignwithyourorganization. Itbecame evidentthatrecruitingandtrainingefforts
neededtobe focused onthe basicprinciplesfirst;thatnew leaderrelationshipsmustbe basedontrust.
So muchof the energyspentbythe generalistsinHumanResources wasspentdealingwithgrievances
and discipline,whenthe energycouldbe directedatimprovedhiringandonboardingpractices.Hiring
goodpeople alignedwiththe principleswasthe keytochangingthe role of humanresourcesin
developingtheirworkforce.Progressive discipline practiceswereanotherbarriertoovercome. By
reviewingthe performanceimprovementplansthroughadifferentlens,Reissausquicklyseparatedthe
stack intotwopiles:1) those that shouldhave beenfired,and2) those that shouldhave beenrehired
and retrainedbasedonthe newprincipleculture.The time spentcorrectingthe problemscouldhave
beenspentcreating newopportunities.The focushadtoshiftfromdisciplineandcompliance to
performance managementcoupledwithnew levelsof incentives.AsReissausdescribedit,“creative
abandonment”wasusedtoabandontraditional performanceappraisal practicesaltogether,decoupling
the compensationsystemfromthe processandfocusingondevelopmentbasedonprinciplesand
integratedinto training.The self-evaluationbecameacritical tool forthe process - a tool that says“here
iswhere I see myself”.Thatpsychologychanged the process fromone of performance appraisal toone
of performance development.Itoverhauled the humanresource approach tothe performance
evaluation, toone more alignedwiththe shiftinculture andcreatinganenvironmentof trustversus a

14. 13
climate of compliance.Inthe longrun,successwasa simple formula:the shiftfromrulesandthe tools
that lookforbad behaviortoprinciplesandthe toolsthatlookforgood behavior.
Servant Leadership:Robert Greenleaf’sBestTestof Servant Leadership
In 2003, CharlesLaymanbeganto lookat the culture andbrand of our Goodwill.One of hisinitialbeliefs
was thatour leadershipshouldbe one of service. In2011, we revisitedthisforourorganization withour
currentexecutive leadership, manyof whomwere new since Laymanhadfirstintroducedthe concept.
We beganto define whatthe servingleaderinourGoodwill mightlookliketoday.The principleswere
well knownbymost,buthowwouldtheybe appliedinourwork?
The ServantLeaderis servantfirst. Itbeginswiththe natural feelingthatone wantstoserve,toserve
first. Thenconsciouschoice bringsone toaspire to lead. The besttestand mostdifficulttomeasure is:
Do thoseyou serve(Associates,clients,customers),grow aspersons? Do they,while being served,
becomehealthier,wiser, freer, moreautonomous,morelikely themselvesto becomeservants?
Whatis the effecton the least privileged in society? Will they benefitor at least, notbe further
deprived?
We beganto expandonthe tenetsof The ServingLeader: BuildonStrength,Blaze the Trail,Raise the
Bar, Upendthe Pyramid,RuntoGreat Purpose. Usingthe tenets,we definedbehaviors forusthat could
be usedto demonstrate servantleadership.We begantocreate the expectationandmeasure the
behaviorsthroughaseriesof scorecards.We shiftedourfocusto associates first:ourassociatesare our
customers. We builtourbehaviors onthe motto:“We serve othersfirst:support,develop,coach,and
getout of the way.”We initiatedalignmentof the tenetsof servingleadership withthe business:
strategicplanning,annual planningandoperational planning. Andwe begantocascade these messages
throughoutthe organization’sleadership. Ourhope wastoinspire,engage,embrace, andyes, live it.

15. 14
By early2013, the processhadstalled.We were nofurtheralongthandefiningbehaviorsandcreating
scorecards.We hadshared our belief inservantleadership;we hadcommunicatedthe tenetsandour
expectations;butwe were notable toinstitute the commitmenttoourculture that we committedto
our business.Itwasnotenough.
CharlesLuck, PresidentandCEO, Luck Companies:IgnitingHuman Potential
CharlesLuckis the thirdgenerationfamilyleaderforLuckCompanies, whichwas foundedin1923. Luck
Companiesbeganasa stone quarryoperationoutof Richmond,Virginia, andhasgrowntoa global
operationstill focusedonstone anddesign,but isnow alsorenownedfortheircommitmentto Luck
Institute’s ValuesBasedLeadership.
The backgroundfor Luck Companiesis notsodifferent fromwhatwe have seeninourGoodwills - the
obviousdifference thatthisisa forprofitcorporation. At a time whenhiscorporationwasrealizing
financial successandtremendousgrowth,Luckknew thiswasn’tenough.He identifiedthree critical
points:
 Fast-pacedgrowthandfinancial successdonotalone guarantee viabilityforthe future.
 The rapid pace of change resultsindysfunctionanddisruptionamongleadersastheyscramble
to meetthe challenges.
 Upon reviewof the developingissues,itbecame clearthatthe change neededtostartwiththe
leaders.
In 2003, Luck andhisleadershipteamembarkedonajourneytomake the neededchanges.Their
processwasuncomfortable,evenpainful attimes.He realizedthattobe authenticleadersinan
organization, personalcore values,principles,beliefs,andpurpose mustbe alignedwiththose of the
organization. Tobe able to achieve thisalignment, theirorganization mustbe intentionalinidentifying

16. 15
and institutionalizingtheirsetof values,principles,beliefsandpurpose.The Luckteamworkedonthis
for sevenyears. Ittookpassionate leaderswithintense personal valuestoguide the processandkeep
the managementontrack. It wasa laboriousprocessandnot withoutlossof longtime associates -
associateswhowere notwillingtoadaptor couldnot adapt to the changestakingplace. It demanded
courage and a tremendousinvestmentof time,money,andspirit.Acceptingfailure wasintegral to
understanding successand perseverance wasmandatory.Inthe end,the outcomesfaroutweighedthe
fears.
Today, ValuesBased Culture andValuesBasedLeadership (VBL) are usedthroughoutLuck Stone.Their
customizedplatform-builtonyearsof personal experience andbeliefs,identificationof businessgoals,
and ultimately, leadership training- isdefinedas“living,workingandleadinginalignmentwithyour
values,principlesandbeliefstointurnignite the extraordinary potential inthose aroundyou.”Luck
Companiesuses VBLguidelines tohire individuals whoare alignedwithLuck;inonboarding new
associates;incombinationwithbusinessoutcomesfordeterminingrewardsandrecognition; andin
annual 360⁰ reviews andassociate engagementsurveys.Itispervasivethroughoutthe organizationand
isguidedbyleadershipexample onadailybasis. Today,Charlie Luck will tell youthatVBLismore
importantthanthe balance sheet;thatthe growth of Luck’s associatesis asstrong as the development
of new business;andthatthisunwaveringcommitmentfromleadershipisworking. Thisis
demonstratedbythe measurementsforreturnoninvestment usedbyLuckStone today:
Financial Non-financial
 Sales
 Profitability
 Return on capital
employee
 Average sales price
 Employee engagement (annual survey)
 Succession
 Enablement (given the tools, training and
development to do the job)
 Lower turnover
 Individual performance (performance reviews)
 Divisionalignment
 Trust
 Development
 Net promoter score (customer feedback)
 Improved safety rates

17. 16
In theirnextsteps,Luckturned thismissionexternal,developingthe LuckInstitute forValuesBased
Leadershipwiththe mission:“toignite humanpotential throughValuesBasedLeadershipandpositively
impactlivesaroundthe world.”
Tom Epperson, LeadershipDevelopmentManager,Luck Companies:BringingValuesBased Leadership
to Goodwill
Upon learningaboutthe Luckexperienceand strugglingwith ourownlackof progresswithserving
leadership,we engagedTomEpperson asanoutside resource tohelpus discoverour culture. We
recognizedthatwe were tooclose todo thison our own. We neededsomeone onthe “balcony”tolook
downand tell uswhatwe”look like”sowe couldbetterdefine whatwe really wantto become as
leaders.
Knowingthe difficultythatittakestopersevere onthisjourney,andthe amountof time and dollar
investmenttomake thisa reality, we consideredouroptionscarefully.Inthe end,we knew we could
not getthere withoutthis highlevelof commitment.We decidedtoworkwithTomEppersonfor one
yearto propel our leadershiptowardsa culture truly basedonour values,andonbeingservingleaders
inan organizationthatservesothers,above all,through ourmission.
We beganat the beginning - withourownpersonal values.Until one understands one’sownself,one
cannot begintoalignwith any organizational values.Afterseveralsessionstocraftour valuesandafter
inputfromour broaderleadership,we arrivedattoday’svalues,completewithoutcomesanddefined
by specificbehaviors:
 Commitment:We deliverourvalue toandimpacton the organization.
 Innovation:We exercisethe powertomake improvements.

18. 17
 Integrity:We earntrust throughall of our actions.
 Learning:We grow and succeedthroughlearning.
 Respect:We value andconnectwithothers.
 Teamwork:We achieve goalsanddeliverourmissiontogether.
Nextstepsare a seriesof monthly trainingsessions toexplore ourevolutionasleaders,beginningwith
enlighteningInsightsPersonalityProfiles. Understandinghow torelate toone anotheristhe firststepin
becomingbetterleaderstogether. Eppersonwill take usthroughmultiple facetsof authentic
leadership- basedtrainingstoinclude suchweightytopicsasSituationalLeadership,DevelopingTeams,
DeliveringFeedback, andTrust. It isa collaborative effortforourgroup of 30 - a considerable
investmentof time,dollars,andthoughtleaders.We believe the returnonourinvestmentshouldmirror
intone the financial andnon-financial measurementsusedbyLuckStone (see above).The ownership
that comeswithbeingpartof the process will getusto our goal of alwaysleadingwithvaluesand
deliveringonourmission.Itisa simple outcome withanarduouspath.
Matt Thornhill,The Boomer Project: GenerationsMatter
Matt Thornhill andhisfirm,SoutheasternInstitute of Research,have focusedtheirresearchon
understandingthe generational influencesinthe workplace,ongeneral trends andonmarketing
strategies.Hispresentation,“Generations@work”,tothe leadershipteamof Goodwill of Central
Virginiawaseye-openingandindicativeof the workthatwe needto doto understandgenerational
differencesaswe evolveourculture. Three distinctgenerationsinteractinginthe workplacecreate new
challengesforleaders. Boomers,GenXersandMillenialsall have vastlydifferentperspectivesonwork
and life - itaffectsthe waytheydo businessandthe waytheywantto be treated. In

19. 18
“Generations@work”,Thornhill addressedthe styleandpreferencesof the three generationsasit
pertainedtotechnologyandtools,workenvironmentandculture,loyaltyandauthority,work and
personal style,change andproblemsolving,learninganddevelopment,communicationsandfeedback,
rewardsand recognition. Componentsof workandthe passionof a culture simplydonot lookor feel
the same to these three generations.Aswe continue ourculture journeyatGoodwill,itwill be
instrumental tounderstandthesegroupstodevelopthe rightlanguage,the bestcommunication
methods,andthe rightmessagingthatwill appeal acrossthe generationsandemphasizeacommon
goal,our mission.
Financial Wellness/FamilyStrengtheningInitiatives:InspiringtheStrengthof Goodwill Employees-
LearningLab in Austin,TX, July2013
As the Executive liaisontoourFamilyStrengtheningTaskForce,Iam well aware of the issuesthataffect
our associates:financial wellness,transportation,childcare,housing, andfood.The initiativetobuild
supportfor ourassociates - to deliverourmissionthroughoutourownworkforce - iscritical to our
culture andan instrumental componentinourleadershipfocus.We are developingveryspecific
initiativesinthisareafor2014 and complete integrationintoourHumanResource departmentfor2015.
Currentfocusincludesfinancial literacywithourgoodChoice program, wraparoundserviceswithour
FamilyStrengtheningTaskForce,launchof the Hand Up program forassociates,andbudget allocations
for familystrengtheningprojectsfor2015. Thissessionwasindicative of the universal focusfromGIIto
beginourmission“athome”.The topicsaddressedatthislearninglabincluded:financial wellness,child
support,pre-paidcards, andothersupportneeds. The needsof ourassociatesare an organizational
concernand it’sour organizational responsibilitytoserve our associatesaswell asourcommunity.As
we considerthe componentsof ourleadershipandourculture,the issuesof familystrengthening
provide clarityonthe state of ourworkforce andhelpus to become solutionbasedleadersandnotjust

20. 19
employers. Tobe an employerof choice,itiscritical to understandboththe needsandthe challenges
of yourfrontline workersaswell asyourleaders.There shouldbe abalance of focusand culture that
providesstabilityandopportunityforboth.
Findings and NotedRecommendations
Throughoutmyresearch,there are several recurring fundamental themesof successful culture change
that resultindramaticorganizational shifts andproductive businessgrowth.
1. It must be personal.A true shiftmustbe feltpersonally forittobe realizedprofessionally.All
leadershave rootsthatdefine whotheyare anddirecthow theyact; these needtobe brought
to the forefrontwhendiscussingchange.The change mustbeginwiththe core.
Recommendation:Aswe have redefinedourvaluestomore closelyalignpersonally,we must
now practice the valueswhenmaking all decisions.Forexample,ourrecent budgetrealignment
involvingthe downsizingof several departments demonstratedanew challengefor ourvalues
of teamwork- involveandengage teammembersatall levels- andinnovation-take actionto
make a positive difference.
2. Leadersmust have courage. It takescourage to make the toughdecisions,butevenmore
importantly,ittakescourage totake the firststeptoidentifythatchange isnecessary - even
inevitable.
Recommendation:Courage isalwaysevident.Butitcan neverbe a homogenousapproach asit
may lookdifferentlydependingonthe situation.There iscourage indecidingtochallengeour
organizationwithnewcollaborativegovernmentcontractsoutside of ourterritory,butthe
growthopportunityisundeniable.Courage came intoplaywhenwe transitionedtoouropen
workenvironment-ourCollaborative Community,butthe benefitsof workingopenlyhave

21. 20
addedto our abilitytocreate a new culture.Andithas takencourage to take necessaryactionin
our firstquarterof 2014 to make the necessaryadjustmentsinstaff andexpensesfor
realignmentof ourbusinessoperations. Allexamplesof courage;all defineddifferently.
3. Perseverance isnot an option,it is mandatory. Once the decisionshave beenmade,the work
mustbe done - and redone - to getto the goals.Stagnationcreatesdoubt;perseverance and
commitmentcreate ambassadors.
Recommendation:The firstdraft isjustthat- a draft.It is notuntil youput the effortintoplay
that realitybecomes afactor.We triedseveral iterationsof valuesandsubsequent behaviors
before we implementedwhatwe have today.Andwe focusonthe language andthe behaviors
to make a difference.We will continue touse the valuesin oureveryday businessdecisions, in
our rewardsandrecognitionsprograms,andinour performance evaluationstoheightenthe
awarenessforall associates. We are committedtoour decision.
4. Actions needto be specific. Asvalues,beliefs,principles,competenciesare defined, intentional
language anddefinedbehaviorsmustbe usedtoexpressdesiredoutcomes.The bestpathisthe
simplestpathandthe one mosteasilyunderstoodbythe majority.
Recommendation:“One mustseekfirstto understand,thentobe understood.”1
Ittookalot of
discussionamongourleadershiptodefinevaluesandbehaviorsthatwere universally
understood.We all have slightlydifferentinterpretationsof the same wordsandthat comes
intoplaywhenyouare buildinganew platform.Be certainthatthere isconsensusandthen
workhard to simplifyforthe majoritytotrulyunderstand.We willcontinuetoworkonour
specificlanguage aswe defineourleadercompetenciesinournextstepswithEpperson.
1 Stephen Covey, 7 Habits of Highly Effective People

22. 21
5. Past experience cannotbe the basis for change, but can be the catalyst for change. In most
situationswhere true culture change hasoccurred,the oldwayswere abandoned,new
methodologysought,andleadersunwillingtoadapt,leftbehind.
Recommendation:We cannot be afraidto make the toughchoicesthatcome with redefining
culture.There will alwaysbe some leadersthatcannotorare not willingtochange tofitthe
organizational direction,butwouldratherholdontohistory.Itisthe responsibilityof the
leadershiptoidentifyand“weedout”the individuals whocouldultimatelyderail efforts.We will
continue toreviewleadershipin thisnew light-fromhiringtoonboardingandevaluation.Itisan
ongoingprocess.
6. Respectis an integral componentto creating the shift.Respectforeach other’sdifferences and
beliefsiskeytohavingacombinedleadershipteamthatstays connected.
Recommendation:Inany leadershipteam, youmustfirstunderstandyourdifferencestobest
understandhowyouworkbesttogether.We undertookthe PersonalityInsightstodetermine
our workstyles, defaultbehaviorsandactions.Itprovedveryenlighteningto understandhow
people think, whypeoplereact, andhow theywill react, inorderto determine how we canbest
worktogether.We will continue touse this new knowledgeabout eachotheraswe strive for a
more highlyintegratedleadershipteam.
7. Any significantchange requiresan ongoingreview,a check in with the affectedaudiences,and
evena willingnesstoresetgoals if obstaclesarise.In thisinstance,itisnot perseverance alone,
but a keenawarenessof the associate need andthe environmental impact,and a willingness to
admitwhenthingsare not workingasenvisioned. Review,relate, andrecalibrate;repeatoften.
Recommendations:We conduct an associate survey every18monthsand the knowledgewe
gleanfromthe responsesisinvaluable inadaptingourleadershipstrategyandouractionson

23. 22
behalf of ourassociates.Ithinkthistool will be evenmore powerful aswe buildourculture- are
we trulyfocusedonPeople First?Are we exercisingbehaviorsasdefinedbyourvalues?Are we
leadingwithmissionandvisioninmind?OurAssociateswilltelluswhatwe needtoknow.I also
believethatworkwithFamilyStrengtheninginitiativeswill reinforce ourculture andposition us
to helpourassociatesonmultiple levels.
8. Success residesinfindingthe good in people and not focusingon the bad. The most effective
leadersinimplementing positive culturechange understandthatfailure isanelementof
success.Focusingonwhatdidnot workkeepsorganizationsstuck;focusingonwhatdoeswork
propelsorganizationsforward.
Recommendations: Our value,Integrity,now containsthe behavior:“Be accountable for
successesaswell asmistakes.”Mistakesare areality- itisthe way that youhandle mistakesthat
can define anorganization.If leadershipembracesfailure asa pathto learning,associatesare
able to be more innovative andultimatelymore productive.We will identifyourmistakesand
take accountabilityandwe will continuetocelebrate oursuccesses.
9. Passionis enduring- it is the breath that keepsthe organizationalive. In executingleadership
change across broad organizations,thereisthe overridingelementof passionforone’swork.
The passionexistsbasedonthe people andnotjustthe business.The passionallows leadersto
be authenticandto share theirvisioneffectivelywithothers.It invitesotherstofollow.
Recommendation: Most Goodwill leadersthatIhave met share a great passionforour
collective mission. There isaspiritualitythatexistsamonglongtermGoodwillleadersthatis
palpable,particularly atlarge scale meetings,suchas Delegate Assembly,COE. Ibelieve that
passion,while demonstratedindifferingways,isclearlyakeyingredienttoescalatingchange.
The leadersmustbelieve andmustbe vocal insharingthat belief.

24. 23
10. Leadershipmust be practiced as a discipline. Itisneverone and done,butpracticed
continuouslyandinavarietyof circumstances.
Recommendations: Aswe have gone throughthisprocesswithEpperson,ithasbecome so
clearwhytheyclassifythisasLeadership“training”- we are alwayslearninghow tobe better
leadersbasedonthe situations. Justasour Goodwill facedbudgetchallengesfor2014 and our
leadershiphadtoadaptto the processof realignment,we are all facedwithopportunitiesto
hone our leadershipskillsdaily.Whetherwe learnbyobservingothers,readingabook,
attendingaseminar,orputtingleadershipintoactionanddecisionmaking,we are always
practicing,neverperfected.
Conclusion
It beganwitha visionof leadershipthatclearlyalignedwithour Goodwill missionof servingothers -
servantleadership.CharlesLayman,ourCEO,recognizedthe needforachange thatwouldenable our
organizationtocontinue tosucceedinourservice toothers,and he knew thiswouldinvolve significant
shiftsinthinking.He startedbybreakingdownthe walls - removingthe barriersof office wallsand
replacingthemwithanopenworkenvironment,acollaborativecommunity.The change inworkstyle -
allowingassociatestoworkina mannerthat bestsuitedtheirworkandtheirtemperament,whether
mobile orresident - wastrulygenerational.The introductionof aleadershiptableinthe midstof the
opencollaborationwasinspirational.Andthe processof changingthe waywe workwaspainful.Butthe
perseverance tomake thishappenandtoadhere to hisprinciplesof open,collaborativeleadershipset
the tone for a newway toconduct businessinourGoodwill.
The spiritof change became more intense.The sensethatwe neededtoserve othersata higherlevel,
internallyaswell asexternally,became apriorityasthe economiclandscape changedin2008. The

25. 24
intensityof needforindividualscoupledwiththe natural rise inourretail businessputusona path of
aggressive developmentforthe pastfive years. Itchallengedourleadership.Leadershipstruggledwith
the focuson operationsandthe dailybusinessof lookingatthe numerical results;notthe greatervision
of lookingatthe humanimpact. In 2011, at a time of financial success,the ideaof individual
achievementandempowermentbecame more critical tothe organization.The focusturnedtoservant
leadershipagaintogetourleadershipdevelopmentingreatersynergywithourmissionandnotjustour
numbers.We refocusedonbeingalearningorganization,settinglearninggoalsforall associates; we
developedarewardandrecognitionprogram, STARRAwards; we reviewedandemphasizedour
benefits;andwe workedtodefineour behaviorsastheyalignedwiththe tenetsof servingleaders - run
to great purpose,upendthe pyramid,raisethe bar,blaze the trail,buildon strengths. Butthe effort
stalled.We allowedthe businesstobecome more powerful thanthe effortforleadershipchange.We
were focusedontoomany outcomes,includingourmissionandvision. We didn’tfollow the primary
rule of change - perseverance.We neededtoresetourvision.
Today,thisis our hope - not justservantleadership - buta definitionof leadershipbuilton values that
mostcloselyalign withourmissionandourvision.From hiringand onboardingtoperformance
evaluations,we shouldbe able tointegrate these valuesfullyintoourculture andourwork.For
Goodwill,we have cleardirectionasdefinedbyourmissionandreinforcedbyourvisiontohelpothers
be self-sufficient.We alreadyhave anignitionkeyforourassociates - how dowe use it? We must
become today’sleadersthatassociatesaspire tobecome tomorrow.We are on ourown versionof the
Luck Companies,Goodwill of MenashaorIndianapolis journey.
The processnow beginsatthe core - we finallyrealizedthatithas to be a personal journeyinalignment
witha professionalevolution.Until we reachedthisconclusion,there was nowayto breakdownthe
natural barriersthat separatedusas people anddefinedusasleaders.Understandingourselveswill lead
to a greaterunderstandingof eachother. Ittookthe objectivityof anoutside resource toforce usto

26. 25
lookinward.We had become ourownobstacle. The componentthatwasmissingbefore –the sense of
spirituality - the beliefinthe greatergoodof our organizationandour collective contributions - isnow
more clearly infocus.Andthe values- baseddiscussionshave trulyignitedanew passionforbeingmore
authenticleaders - andthisisappealing toALL generations. We know whatwe standfor today. The
bottomline remainsclearlyonthe dashboard,butthe strategicvision isPeople First. The pervasive
needforconstantreview - leadershipdevelopment, 360⁰assessments,andongoing,committed culture
training- leadsto a more transparentorganization betterequippedtoserve externallybasedonthe
expertise- andthe diversity - of our workforce. Itpropelsustomake the tough decisionsthatwe have
thisyear. It allows usto be more effective, accomplishinglong- range growthof those involvedin
producingthe desiredendaswell asthe resultitself. 2
Itshowsinthe numbers - bothdollarsand human
capital as well asoutcomes forthe mission.Isn’tthatwhywe are here?We are Goodwill…servingothers
throughthe powerof work.
Personal Learning Reflection
1. Describe how the commitmenttoourmissionandvisionaffects the decisionswe make onthis
newmodel. Isthere anadvantage?
I trulybelievethatbeingapart of an organizationthathasa clear missionanda dedicatedvision
isan advantage inmakingany culture changesandpatterninganyleadershipmodel.Inthisway,
youalwaysbeginwiththe endinmind - it givesanorganizationanunwaveringgoal.Thiswas
true in myearliercareerat Ukrop’sSuperMarkets, where we hada MissionandVision
StatementandCore Valuesatworkthat were revisitedtwice duringmy15-yeartenure.Itis
evenmore apparentwithGoodwill,wherethe missionclearly drivesall businessdecisions(or
2 Ken Blanchard and Phil Hodges,The Servant Leader TransformingYour Heart, Head, Hands & Habits,p. 58.

27. 26
should).Ouradvantage isthatwe alreadyknow the desiredoutcome,the questionbecomes
howcan we be evenmore effective inourdelivery?Thatisthe journeyasI have seenit -
startingand stopping,twistingandturning,stumblingandforgingahead - toget usto the
realizationthatitstill beginsand endswithourpeople: ourselves,those we serve,thosewe
lead,andthose we follow.
2. Define howthe generational differencesaffectourdecisiononleadershipstyle andmodel best
suitedtoattract the workforce of tomorrow,while retainingthe experienceof today’s
associates.
Overthe past year,I saw numerousreferencestoorganizational change needingtoadaptto
today’sworkforce.Whetheritwasthe intentional languageinGoodwill NCW,the discardingof
the rule bookat Goodwill inCentral Indiana,orthe openoffice environmentof ourCollaborative
Community,the broad- basedappeal toamulti-generational audience wasclear.The existing
standardshad to be rewrittenfortoday’sunderstanding.The oldermethodologyof traditional
workstyleshadto be revisitedandoftenrevamped.Mostimportantly,the communicationtools
were simplyreinvented. The importantbalance hasbeen tonotlose the expertise of the older
workforce byshiftingtooquickly. Insome instances,these individualsshouldbe leftbehind, but
there are many timesthatthe historical informationandthe “beenthere,done that”
perspective serve organizationswellinmakingfuture decisions.Ifindthe generational
discussionstobe fascinatingandreallybelievethatthese willbe importantstudiesforusas we
move forward.Understandinghow people think,whattheybelieve,whattheydesire,whatthey
expectwill be critical toattracting andengagingyoungerprofessionalstoGoodwillwhile
managingolderwisdomwithinourorganization.

28. 27
3. Understandthe necessityforfamilystrengtheninginitiativesincreatingastronger,more loyal
workforce forour organization.
My involvementwiththe FamilyStrengtheningTaskForce hasbeena huge enlightenmentfor
me.In the cocoon of my past careerinvolvement,Iwasneversokeenlyaware of the associates’
needs.The missionof Goodwill bringsthistothe forefrontinourorganization.Ourvision
definedbyourgoodChoice program,whichwas designedtoprovide financial literacy trainingto
associates,hasopenedthe doortounderstandingthe depthof issuesamongourassociates.We
nowdeal withissuesthatinvolve transportation,childcare,housingandevenfoodona regular
basis.Ourintegratedtaskforce meetsregularlytodefineinitiativesandaddressnew areasof
opportunity. Ournextstepistoestablishthe “Hand Up” fund(borrowedfromthe Menasha
Goodwill) - anemergencyfundforassociatesfundedbyassociatesandmanagedby atask force
of associates(notHumanResources).Tome,the FamilyStrengthening initiativesare aclear
indicationof ourputtingpeople first - we wantassociatestobe successful,notonlyintheirjobs,
but intheirlivesoutsideof Goodwill.Itisnotjustthe job; itis the person thatmatters.
4. Create nextstepsto move past the complacencyof currentsuccessto invigorate ourworkforce
and our Board to stayengagedin2014 and beyond.
We are clearlyon ournextstepswiththe ValuesBasedLeadershipsessionsconductedbyTom
Epperson.Iam amazedat the personal reflectionthatoccurredwiththe PersonalityInsights
exercise andthe opendiscussionthathasresultedamongthe leadershipteam.Isense asincere
desire tolearnmore and to be betterleaders andbetterhumans. The unanimoussupportof the
newdefinitionsandbehaviorssurroundingourvalueshasbeentremendous - catapultingthisto
a mainfocal pointforall associates.We are practicingusingthe “intentional language”that
othershave done sowell.Ibelievethe continuedworkwithEppersonwill getustothe next

29. 28
level aslongaswe staycommitted.Itisboth a budgetcommitmentandanemotional time
commitment.
The other areaof opportunitywillbe the reviewandreflectionphase.Ithinkthiswillnaturally
occur as we employthe 360⁰ tool at the end of our yearwithVBL training.The 360⁰ tool for the
EDP program openedmyeyestomultipleareasof opportunityandaffirmedareasof strength.It
will be critical forus to use these reviewstocontinue togrow andto not balkat the feedback.
We are learningthat“feedbackisa gift”- andthe bestleaderswithwhomIhave workedalways
welcomedfeedbackandaccepteditgraciously. Istrive tobe as graciouswithmyteams. AndI
anticipate thatwe,as a leadershipteam, willnolongerbe complacent,butwillposition
ourselvesforcontinuousimprovement.Ifinallythinkwe have the courage tomake those tough
decisions - those thatshape lives,havingthe greatesteffectonthose aroundus.
The other areaof critical learninghasbeenthe needto“circulate”rather thanmerely“cascade”
information.Ihave realizedthatsingle directionof cascadinginformationdoesnotopenthe
loop,butkeepsitclosed.Tobecome more authenticleaders,we musttake informationfrom
the groundup, not justthe top down, tomake decisions.Itisthe practice of “upendingthe
pyramid”that trulyputspeople firstandallows ustobuilda firmerfoundation.Itcanbe as
simple asenlistingassociate suggestionsthroughaformal processorengagingassociatesin
general conversationat asite visit.Butone has to be openandapproachable.Iworkhard to be
in“circulation”.
We have begun some steps with greater engagement with our Board as well. We are setting a
differenttone for our Board meetings to provide for greater discussion and less reporting. We
will move toa board schedule thatwill allow forbothcompliance anddiscussionatall meetings,
designed to address more strategic issues into which the Board can provide community input.

30. 29
These issues may range from dealing with poverty to marketing our mission as topics. I also
think the Board will benefit from the generational discussions. Our Board composition should
reflectgenerational diversityaswell.Iwillbe involvedwith Charles Layman and our Board chair
as we determine the meeting content for the remainder of this year.
References and Acknowledgements
 Lisa Rusyniak - PresidentandCEO,Goodwill Industriesof Chesapeake,Inc.
o In personinterview
 Kristine Hackbarth-Horn, SPHR,CCP,CBP, VP – People &Culture, GoodwillIndustriesNCW
Menasha,WI
o Phone interview.
o Materialsshared:
 “Bringingitto life…where intentionalculture andinnovationcome togetherto
put people first”
 PowerPointpresentationthatdescribesthe processof developingthe
culture forGoodwill IndustriesNCW
 The BuildingBlocksof ourpeople journey
 Timelinesandkeycomponentsof theirjourney
 Care-fronting Guidebook
 ThisGoodwill’sapproachtoperformance evaluationandvalue
alignmentof theirteammembers
 CaringLeaderProgram
 Growth andDevelopmentPlanGuidebookforthe TeamLeader
 Great Rewards:Good Pay.Good Care.Good Work

31. 30
 “Program designedtohelpteamleadersattract,hire,develop,and
rewardteammemberswhoare committedtoour visionandmission.”
 Kent Kramer -SeniorVice President, Chief OperatingOfficer,Goodwill Industriesof Central
Indiana,Inc.
o Phone interview
o Materialsshared:
 StrategicDirections
 Goodwill Industriesof Central Indiana,Inc.StrategicplanOct.28, 2010
 LeadershipSeries
 Establishedleadershipserieswithsix monthlyseminars
 Performance DevelopmentReview
 Individual EffectivenessEvaluation- BasicPrinciples
 KeithReissaus - Managing Director,Nurse-FamilyPartnership,Indiana,Goodwill Industriesof
Central Indiana,Inc.
o Phone interview
 Robert K. Greenleaf,The ServantasLeader
o Reference
 Ken Jennings, 5 Powerful ActionsthatWill TransformYourTeam, Your Business,andYour
Community
o Reference
 Ken Blanchard and Phil Hodges,The ServantLeader,TransformingYourHeart,Head, Hands&
Habits
o Reference

32. 31
 CharlesLuck - PresidentandCEO,Luck Companies,Manakin-Sabot,Virginia
o Luck Companies:IgnitingHumanPotential
 PresentationsonValuesBasedLeadershipandhisowncorporate experience
 Matt Thornhill - Founderand President, BoomerProject andGenerationsMatter
o Generations@Workpresentationandmaterials- LeadershipToolsandTrainingon
Generations
 Financial Wellness/FamilyStrengtheningInitiatives
o Inspiring theStrengthof Goodwill Employees-Learning Lab in Austin,TX,July 15-16, 2013
o ExecutiveLiaison on Family Strengthening TaskForceforGoodwillof CentralVirginia
 Tom Epperson - LeadershipDevelopmentManager,LuckCompanies
o ValuesBasedLeadership
 Sessionsbasedonthe LuckVBL program designedtoassistourorganization in
redefiningourvaluesfor2014; and buildingourleadershipmodel basedon
these values.
 Bronwyn Jones- Organizational Development,Goodwillof Central Virginia,Inc.
o Ongoingresource forleadershiptrainingmaterialsandgeneralguidanceAppendices

33. 32
A. GCVACoreValues-revised2/2014
Value Outcome Behaviors
Innovation We exercise the powerto
make improvements.
 Capture and acknowledgeeachother’s ideas
 Explore possibilitiesandtake risks
 Take action to make a positive difference
 Make improvementscontinuously
Respect We value andconnectwith
others.
 Listenfirst
 Value others’ pointsof view
 Share information
 Do untoothersas theywouldhave me do untothem
 Show othersthat theymake a difference
Integrity We earntrust throughall of
our actions.
 Do the right thing,evenwhennoone islooking.
 Communicate openlyandhonestly
 Act withpositive intent
 Be accountable forsuccessesaswell asmistakes
 Practice ethical reportingandaccounting
Learning We growand succeed
throughlearning.
 Approacheverythingasanopportunitytolearn
 Share what I know
 Change behaviorsbasedonlearningthrough
experience
 Supportgrowthin others
Teamwork We achieve goalsand
deliverourmission
together.
 Involve andengage teammembers atall levels
 Discoveranduse other’s talents
 Buildan environmentof trust
 Celebrate success
Commitment We demonstrate ourvalue
to and impacton the
organization.
 Be passionate about ourmission
 Be trustworthy
 Standup for others
 Demonstrate perseverance
 Deliveronpromises

34. 33
B. ValuesBasedLeadershipIntegration – TrainingSchedule
TOPIC DATE
1. VBL 101 (Luck, 4 hours) 1/14/14 8AM -12PM
2. Insights Personality Profile (Luck, 4 hours) 2/18/14 8AM -12PM
3. Giving and Receiving Feedback (Luck, 4 hours) 3/11/14 8AM -12PM
4. Situational Leadership II (Luck, 16 hours) 4/14/14 –415/14
8AM- 5PM each day
5. Diagnosing & Adapting using Core Values, Insights, SLII
(Luck, 4 hours)
5/13/14 8AM -12PM
6. Leading with a Vision (Luck, 4 hours) 6/10/14 8AM -12PM
7. “Connect the dots” meeting/learning application (DOE team) 7/8/14 8AM -12PM
8. Facilitating Developmental Conversations (Luck, 4 hours) 8/12/14 8AM -12PM
9. Trust (Luck, 4 hours) 9/9/14 8AM -12PM
10. Developing Teams (Luck, 4 hours) 10/14/14 8AM -12PM
11. Influencing Others (Luck, 4 hours) 11/11/14 8AM -12PM
12. 360 degree feedback instrument (Luck, DOE team) 12/9/14 8AM -12PM

35. 34