About Hershey Wier
Hershey Wier, BS Education, MBA, has extensive international work experience,
with over 20 years in teaching, training, consulting and coaching.

Clients include leaders of global and Fortune 500 companies such as Mitsui-Sumitomo Bank,
Kaneka Corporation, and Panasonic.

Because of her extensive experience in education, Wier is also sought out by universities
looking for innovative views on career development, entrepreneuring, women's issues
in the workplace, and life skills for young adults.

Bilingual and multi-cultural, Wier served as guest expert on US / Japan
cultural differences for ABC television's 20/20, interviewed by
the journalist Martin Bashir; has written for professional journals such as
the American Society for Training and Development; and, American
Diversity Report; has taught International Business Communication at the
post-secondary level; and, has conducted research at the doctoral level in
multicultural educational issues, and how they relate to the workplace.

Wier coaches, consults, and presents seminars on international business
communication, corporate leadership, talent management and
career development. Wier's talk shows she's done the walk, with hands-on
experience in workplace and cultural diversity issues. Her straight talk
is coupled with humor acquired from years maneuvering the mysteries of
working in a foreign culture, in a foreign language.

Areas of Expertise:

* Career Transitioning
* Corporate Leadership & Talent Management
* Employee Branding
* Applying Attraction Principles to Career & Workplace
* International Business Communication
* Cross-Cultural & Diversity Issues in the Workplace
* Women's Issues In The Workplace

Workshops:

* Personal / Employee Branding: Creating the Intrapreneur
* Career Transitioning - Finding Your Passion in the Workplace
* Using Attraction Principles to Get What You Want In Career & Life
* Women In The Workplace: Special Issues Discussion Forum

Coaching:

career strategies

*workplace politics
*promotion; job change
*career transition

corporate leadership

*branding
*staff management
*transition management
*women's workplace issues

business strategies

*marketing
*staff management
*goal prioritization and achievement
*time management

life coaching

*work-life balance
*decluttering; getting clarity on both the physical and psychological planes. Assessments

*Reach 360 Personal Branding Assessment
*Golden Personality Profile
*AAI 360
*Work Behavior Inventory
*Multidimensional Leadership Profile

Wier has seen that in order for organizations to be effective:

1. Leaders must believe in their mission.

2. Leaders must lead by example, so that their teams understand,
and ultimately, believe in the mission from the inside out,
not just cognitively.

3. Leaders must lead without arrogance, treating people
with respect regardless of that person's rank in the company or in society.

4. Team members must see that the leader has walked a mile
in their moccasins, as it were. That the leader understands because
she/he has been there.

And, if the leader doesn't understand, the leader is
willing to consider advice from all sources, especially, her/his team.

5. Team members must be allowed to develop their own leadership traits.
Thus, within their capacities, they lead by example.

It is said that a good leader actually follows.
This is because the team has seen excellent leadership at the helm of their organization.
Such that, the team itself has become intrinsic to the organizational mission and
understands how to move the organization forward.

Leading requires believing.
Believing in the organization's mission, really buying into it. Believing in oneself;
one's abilities; one's desire to do the right thing; and, belief in the talent inherent in
each team member.

In turn, each team member must also believe in the organization's mission, in its leader,
and in the leader in oneself. Through believing, and through acting on one's beliefs,
the exponential potential for good, for extraordinary excellence, is unleashed.

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Thoughts...

[Begin quote]The most important thing for me as a manager was the senior staff.
If you don't have strong senior staff, you're going to struggle, and I was
blessed to have a strong senior staff.

...we were an organization about accountability. Down to the
entry-level staffer, we measured their job performance based on
metrics. ...we were a very agile organization, even as we got big we kind of
maintained that insurgent feel and that's very important. I think we were much more
nimble than Clinton or McCain. [End quote]

David Plouffe
Obama's Campaign Manager
Conde Naste Portfolio.com Interview 12.11.2008

It is this
1. accountability
2. agility

That I see lacking in many organizations who either have enjoyed huge
success and have rested on their laurels. Or, are at least partially propped
up with government funds, so that they do not need to earn 100% of their
income. The hubris, refusal to be transparent and accountable, eventually become the downfall
of these organizations.

Even in the midst of turmoil, those individuals within these organizations
who have long enjoyed positions, titles and salaries without challenge to
their incumbency, without the requirement of transparency and accountability,
are even now, resisting with every ounce of might, the idea that their time
has come. These individuals are the least agile, the least able to adapt to change
in an organization.

Join the newsletter.
mail @HersheyWier.com with "leadership newsletter" in the subject line.