Dr. Tony C. Daloisio

Dr. Tony C. Daloisio

  •  Co-author Change the Way You Change! and the Employee Engagement Mindset
  • Executive educator, C-Suite coach, strategy and organizational alignment consultant
  • Subject matter expert: Changing the way we change, helping employees to own their own engagement, and teaching leaders to lead

Travels from Atlanta, GA and Connecticut


Contact Forte Speakers for keynote fee

 

 

Trained as an organizational psychologist at the Ph.D. Level, Tony has advised and spoken to hundreds of the most senior leaders of Fortune 500 companies around the world over the past 2 decades.

Tony’s areas of passion and expertise include change management, building high performing senior leadership teams, cultivating cultures of excellence and winning strategies for sales performers and sales managers. He has served in a leader capacity with several of the top leadership development and consulting firms including McKinsey & Co., The Center for Creative Leadership, Franklin-Covey and The American Management Association.

He is the CEO of The Charter Oak Consulting Group, a firm he started over 20 years ago that was named one of Inc. Magazine’s Fastest Growing 500 Firms. He has a unique style of presentation which is highly engaging, fun, interactive and provocative. Participants always leave with new insights on themselves, their approach to leadership and practical actions to immediately implement.

BACKGROUND

Tony C. Daloisio, Ph.D., is a principal of The Highlands Group, and founder/CEO of the Charter Oak Consulting Group (one of Inc. magazine’s fastest growing privately held firms). Tony earned a BA and Ph.D. in Psychology and Education from the University of Connecticut, and an MA in Counseling Psychology from Fairfield University.

The first ten years of Tony’s career were spent in Education as a teacher, counselor and inner city public high school leader, and as the executive director of the Yale University Child Study Lab School for Emotionally Disturbed Youth. In the mid 1980’s, Tony made the decision to move into the world of business where he became vice president of Human Resources for MassMutual Financial Services. In the mid 1990’s for 5 years, he was retained by McKinsey & Company to co-lead the design of their change management practice. While at McKinsey, in addition to his work in developing the change management approach, he led McKinsey consulting teams focused on change management and the effective implementation of strategic imperatives with many Fortune 100 firms in the world. In early 2000, he was retained by FranklinCovey to create its Principle–Centered Change practice and to lead large-scale change projects for senior teams. In addition to consulting in change management, Tony led the Center for Creative Leadership’s flagship leadership development program, and he was a lead faculty member in the innovative Master’s in Management program offered by the American Management Association.

Tony’s current focus is on consulting with CEO’s and their teams to build capability, implement strategy, and support major change. He has extensive experience coaching senior executives and executive teams to effectively transform their business. He has worked with leaders from Emory University Health Care, New York Life, the US Social Security Administration, The Ladders, Accenture, The Atlanta Journal Constitution, Bain Consulting, the US Navy, McKinsey and Company, Comcast, Mercedes-Benz, Autotrader.com, United Business Media, and Lowe’s.

Residing in both Atlanta, GA, and Washington Depot, CT, Tony is married to Teresa Hargrave. They have two children and two grandchildren.

About Tony’s Consulting Practice

The Charter Oak Consulting Group is a management consulting firm that specializes in strengthening individual, team, and organizational performance. We partner with client organizations to accelerate their ability to improve business performance. We work with a wide variety of clients including Government, Fortune 500 companies, and not-for-profit organizations.

 

Tony and his business partner, Kendall Lyman, have partnered in delivering business solutions for the past 15 years. They pride themselves in approaching consulting, leadership team development, and executive team coaching in a customized, practical, results-oriented, and highly engaging manner. Key offerings include:

  1. Consulting Projects: Organizational diagnosis, strategy formulation and execution, process alignment and improvement, and cultural transformation.
  2. Executive Education: Design and delivery of executive leadership development programs for leaders around the world.
  3. C-suite Team Development: Leadership team capability building in areas such as organization alignment, leading change, working together effectively, and building collective leadership capacity.
  4. Executive Coaching: One-on-one coaching to enhance individual leadership effectiveness in assigned accountabilities.
  5. Employee Engagement: Engagement surveys, instructor-led workshops, personal coaching, and organizational engagement consulting projects.
  6. Change Management. Enabling change through change courses (Leading People through Change, Making Change Happen), executive coaching for leaders experiencing change, and change consulting oversight including change strategy, managing the change process, and senior leader support.
  7. Keynote Speeches: Topics include change management, leadership effectiveness, and employee engagement.
  8. Team Retreats: Custom design and facilitation of team retreats.

KEYNOTES

Change the Way You Change!

What do you know about change? How do you know if you’re successful at leading change? Because of the rapidly changing pace of the business world, leading change has become as integral to a leader’s success as managing the balance sheet or implementing a new customer service program. Yet research indicates that less than 30% of change efforts succeed. Why?

Most leaders lack a complete picture of how change happens. Too many continue to tinker with tactics and short-term fixes while hoping for transformation and long-term improvement. Many leaders ask others to engage and change without really understanding how to do that themselves. All too often leaders are rewarded for doing their “day job,” so they haphazardly lead change “on the side.” This results in change feeling fragmented, complicated, or theoretical by those on the front line—those who are required to implement the change.

The current approach to change is incomplete. Until leaders adopt a new approach, their results will be elusive, left to chance, and doomed to similar low success rates. In addition, change fatigue and employee skepticism will increase, reducing the chance for sustainable change and real competitive advantage. Great leaders of change positively impact business performance by fundamentally working differently from most leaders in three ways. First, they change how they think and talk about change. Second, they change their approach to change by engaging both individuals and the organization. And third, they elevate what they do as a leader and the roles they play.

In any other profession, a 70% failure rate would be unacceptable. It’s time we make it so in the professional ranks of leadership. Voters, boards of directors, employees, and customers are all screaming for change. If they are not in your industry, they soon will be. The only way to survive as a leader in the twenty-first century is to make change part of your leadership agenda. And that means making it a priority and getting good at it.

Own Your Own Engagement!

The Facts: Highly engaged employees get results with energy, passion, and purpose. They stay longer, innovate faster, and execute better. They are the ultimate competitive weapon of our day. Organizations with highly engaged employees outperform their rivals in operating income (19 percent), net income growth (14 percent), and earnings per share (28 percent). Highly engaged employees are more productive (43 percent), and more likely to remain with their employers (85 percent).

The Challenge: The bad news is that only 25 percent of employees are highly engaged. Most contribute only a fraction of their talent and discretionary effort. The bigger challenge is doing something about it. Searching for the secret sauce, organizations chase everything from gimmicks to highly complex theory. Rarely does any of it work. In some cases, organizations see a boost, but it doesn’t last. What’s missing in all of this?

The Solution: A closer look at high engagement reveals two remarkably consistent patterns: (1) The highly engaged take personal and primary responsibility—they own their own engagement; and (2) the highly engaged apply six drivers as personal patterns and only expect the organization to play a support role. In addition, most high performance organizations incorporate the same six drivers as deep organizational systems.

Drivers of Engagement: The Six Drivers of Engagement™ represent the integration and distillation of all major streams of engagement research and practice. On an individual level, they represent “personal processes”. On an enterprise level, they represent “organizational systems.” Most approaches to engagement are narrow, incomplete, and temporary. This keynote will help you learn what drivers will better enable engagement of your people and what it will take to create an organization that will enable that engagement.

Building a High Performing Senior Leadership team. The Great team fantasy revealed!
Effective teams always outperform less effective teams! We all want to be a part of a great team, but the truth is that most of us have been on very few! What is it that makes the difference and how can you as a leader create the conditions for a highly productive team? This is the subject of this provocative, well-researched, dynamic, and practical presentation.

Creating a Culture of Excellence.
The culture that you have created as a leader is yours, it follows you around, and is a direct result of the direction, communication, interpersonal skills, and systems that you set in
motion with your company or team! Understanding the parts of this unique puzzle that we call a “culture” is the main focus of this talk. We will look at three specific elements that are critical to success.

  • The landscape of your leadership influence—how you model the culture you are trying to create
  • The effectiveness of your leader teams at L-2 and L-3 levels
  • The unique organization systems, strategy, processes, measures of success, and execution disciplines that you as the leader set in motion.

Your Winning Strategy.
This talk is aimed at sales teams, sales agents, and sales managers across a variety of businesses. The focus of the keynote is on four things that all sales and individual performers desire:

  • How can you strengthen and solidify your role as a trusted advisor to your clients?
  • What actions/strategies can you initiate to improve your sales and productivity in the next year?
  • What actions can you take to build and sustain a high performing team to support your performance in the next year?
  • What can you do to ensure you execute on the ideas you have selected and be sure your team does the same?

This is a fast paced, highly practical, and easily applied talk/workshop. It is highly interactive and people leave with concrete actions they can take to improve.

The Landscape of My Leadership Influence
This session is designed to provide a lens or perspective for the participants to examine their leadership influence quotient in the organization. It is based on exploration, assessment, and action in five critical areas:

  1. Network Matrix Leadership. What is the key matrix of people that make up your leadership landscape including stakeholder groups who either you influence or need to be influenced by your leadership? Is your Net-Matrix structured correctly? And what is the quality of the relationships in this matrix? Exercises examine all three questions including what needs to start/stop/change to have focused plan of action to improve.
  2. Show-Up. What is your leadership presence? How do you show up as a leader? We will share research about high performers in this area, and allow people an opportunity to examine this critical social capital currency for their own leadership. People will leave with specific actions to differentiate their leadership presence.
  3. Whole-Systems Perspective. What is driving (or inhibiting) your results? Research shows that leaders who “pop their heads up” and look at problems and opportunities from an enterprise point of view are much more successful. Leaders who understand and work on issues that are interconnected add the most value.
  4. Human Capital. What practices enable human capital? Here we will examine how you can use networking, and “water cooler skills” to provide a basis for your influence. This area is based on some important research from HBR/MIT team matrix research.
  5. The Leadership Point of View. Where do you have the greatest influence as a leader? The purpose of this lens is to help leaders focus their actions and commit to moving ahead as leaders.

TESTIMONIALS

 “We simply could not have achieved our goals without Tony. His compassionate and empathetic style paired with his charismatic authenticity were pivotal in creating a space that allowed our leaders to experience an unprecedented level of vulnerability and growth. As we launched the largest transformational change efforts in our company’s history, we needed an expert who could create an effective space for our executive leaders to safely explore, share, and create possibilities that would define a dramatic future. Tony’s expertise in strategy, organizational behavior and systems, change management, and decision effectiveness made him made him the perfect solution; he was masterful at guiding us through a powerful journey of converting legacy paradigms and behaviors into a systemically connected ecosystem capable of realizing our strategic intent.” Kenneth Zrowka, Former Director of Executive Development at Lowe’s Companies, Inc.

 “Tony has a presence that demands respect.  He’s mastered the art of opposites; he’s firm and loving, confident and gentle, witty and clear, relentless and patient.  He’s the guy in the room that can see and feel exactly what is needed in the moment and has the courage to actually do it.  He will take you where you need to go and will stick with you until the outcomes are realized.  With an insatiable hunger for personal development, growth and learning himself, he brings with him the depth and experience of a master and a child-like passion for new discoveries and learnings: all in a presentation style that’s vulnerable and humble.

He’s extremely strategic and thoughtful in his approach and has the ability to find the words and ways to bring everyone along on the journey.  I’ve witnessed him masterfully negotiate a multitude of “defining moments” for individuals, teams and organizations at every level of the organization and in a variety of transformational programs and initiatives.  This power-house combination of gifts allows anyone who has the opportunity to work with Tony to discover new realities.” Lisa Strogal, Founding Principal, Shadow Light Consulting Inc.

 

“I have known Tony since June 2008, when he first co-facilitated a leadership development program for a group of internal staff as a Duke Corporate Education faculty member. Since then, Tony has facilitated two additional programs for us, most recently the closing session of our premier leadership development program for 15 high potential staff. Despite his being new to the group at the tail end of their program, Tony quickly and skillfully established himself as a credible facilitator, built rapport with the group, and won their trust.

My experience with Tony is that he is a masterful coach and facilitator who demonstrates flexibility and creativity and moves at an energetic pace while making sure participants are engaged and finding relevance in the material he’s presenting. He has what seems like a bottomless ‘toolbox’ of models and theories and is extremely well-read in the area of management and leadership development. He is able to quickly learn the dynamics of organizational cultures and has mastered the art of collaborative learning, regularly encouraging participants to share their stories, wisdom, and knowledge with their peers. Tony is a genuine, sincere, and compassionate professional who has become a trusted colleague. I hope to have him facilitate a teambuilding session and/or engage as an executive coach with our Executive Team in the near future.”  Flaminia Mangone, The Nature Conservancy

 “I have worked with several mentors and coaches in my career, but this was by far the most organized and effective coaching process I have ever experienced. Tony is engaging, insightful and experienced at tailoring development programs to the individual needs of the candidate. His background in Social Sciences, consulting, coaching and his organizational experience/business acumen gave me confidence that we would be a good fit. Throughout the process, I felt challenged, energized and continuously educated on just what I needed to do to improve my performance and to improve the key measures within my organization….

I feel, and Tony agrees, that my efforts have allowed me to make significant progress in the following areas:

  • Interpersonal communications
  • Team development
  • Strategy formulation and clarification with my team and employees
  • Appreciation and positive feedback
  • Networking and collaboration
  • Customer service
  • Metrics and measures
  • Establishing a cadence of accountability with my team
  • Transparency and empowerment of my people
  • Strategy mapping

The entire coaching experience with Tony was extremely valuable to me and my long-term career aspirations, and I would not hesitate to say it exceeded all of my expectations. In summary, I would recommend Tony as a potential coach to any executive or professional wishing to improve their leadership skills.” Douglas R. Guthrie, Western New England Senior Vice President, Comcast

 “We were very, very impressed with both the course and with Tony as an instructor. We talked about the course during our offsite the next day, and several of my peers mentioned that it was the best course they had ever taken. It was a novel way of thinking about coaching and really opened our minds. It was exactly what we were looking for – a way to help our star employees to help themselves. Tony did a very good job of keeping us moving along.  He came across as very knowledgeable and experienced without being pushy or overbearing. The videos were great examples of the topics we were covering and managed to get the point across with a minimum of ‘cheesiness,’ except where they were supposed to be a little over the top. 

Thank you so much for bringing us this course and having Tony present it in such an impactful way!”  John Hotaling, Sr. Manager of Statistical Programming at BiogenIdec

 “I have worked with Tony Daloisio for the past 4 years as an executive development educator and organizational consultant.  Our work has been with a Fortune 50 company that significantly shifted its business strategy and is working to dramatically evolve its culture and leadership capabilities.  We have worked the CEO and his direct reports, SVPs and VPs across the organization.  Tony’s style is highly collaborative.  He is insightful about organizational issues and leadership needs.  He immerses himself in a client and becomes “one of us” while also maintaining an independent professional perspective.  Two of Tony’s strengths are saying what is hard to hear and constructively challenging leaders to think about their behavior and to lead in new and different ways. Tony is also very thoughtful about individual, team and organizational change processes.” David Leonard, Ph.D, Executive Director of Executive Development at UNC’s Kenan-Flagler Business School

“Some background.  The Clarmont Institute, of which I am the chairman, is a $5 million non-profit think tank run largely by academics who have very little management experience.  The organization, pre-Tony, did not have even the most basic management tools, not even an organizational chart.  Nor were there with clearly defined job descriptions, no disciplined budget or planning process and almost no marketing or internal communications.  None of the senior management had ever worked in a business-like environment.  Recognizing some of our shortcomings, the Board encouraged the President to hire Tony.  

Tony’s mandate was very broad: essentially to fix the management of the organization, to recommend how it should be organized and the systems and tools required to execute our mission.  We had a mission and a number of excellent products, but we did not really have an organization.  Tony’s first order of business was to gain the confidence of the President.  That was a challenge. In this he was very successful, perhaps surprisingly so. The President and I thought the problem lay with our development personnel.  Tony reviewed the entire development process and concluded that the fundamental problem was not with our development personal; rather it was with me and the President.  

He has the gravitas to deal with very senior people, yet he works well with people at different levels. Tony knows what he doesn’t know and is very respectful of the expertise of others.  We have remedied many of our management deficiencies and continue to improve. Our skeptical academics included, are all very pleased with the results.  Bottom line, we are way ahead of where we would have been without Tony, and he has earned my unqualified I recommendation.” Tom Klingenstein, Chairman of the Clarmont Institute

 “We recently completed our year-long Endocyte University—an internal leadership development program customized to build the next generation of leaders in our organization. What a success! We partnered with Kendall Lyman and Tony Daloisio who brought models, surveys, and tools focused on building leadership capability. They created a development process that included individual assessment, classroom and team application, and peer-to-peer coaching. Leaders engaged in topics such as situational leadership, communication and dialogue, emotional intelligence, and change management. One leader sent us a note after graduation saying:

‘I wanted to take the time to thank you for all the insightful and immediately applicable knowledge you provided us through our year-long leadership program. I hope I speak for all members of our management team when I say that the techniques, lessons, and tools that you provided us with will prove invaluable and enable us to work better and more effectively as a team moving forward. From a personal perspective, I have been implementing several techniques with my team members and other managers that have been of significant help in negotiating and effectively managing conversations and personal interactions.’

Partnering with Kendall and Tony has been both fun and rewarding. I look forward to creating our next development program that will help us meet our leadership objectives.”  Kathy Parker, Vice President of Human Resources at Endocyte

“After working with Tony and Kendall, we have definitely seen a marked improvement in the atmosphere of the team and company overall. There’s a feeling of leadership that’s developed as well, and there is a level of increased support and growing respect. Thank you for changing nearly everyone. The minority that don’t change will always struggle and usually find themselves alone against those that are willing to move forward. The numbers will ultimately win.” Tim Schrader, Director of Sales and Marketing Viance Treated Wood Solutions

 “Thanks so much for an awesome session! I loved seeing the “light bulbs” going on around the room and would love to (re)quest more of your time and insight on strategy! THANKS for the generous gift of a few hours of your/your team’s time! Can’t wait! Again, thanks so much!”  Monique Honaman, CEO/Partner, ISHR Group

Tony also partners with his wife, Teresa Hargrave, in facilitating powerful relationship programs.

Teresa Hargrave

Teresa’s work is largely concentrated on women and leadership.  Women Upfront is a specialized practice for bringing women to the forefront of leading successful businesses.  Women Upfront is a platform of offerings focused on women’s unique and vital contribution to the areas of strategic planning, skillful communications, powerful presence and presentation skills, conflict transformation and human development in the service of growing businesses and achieving results.

For the last decade Teresa has been a sought-after speaker and senior consultant for the FranklinCovey Leadership Center. Traveling throughout the United States, Canada, Europe and Asia, Teresa facilitated workshops and presented keynotes on such topics as the Seven Habits of Highly Effective People, Principle Centered Leadership, and 4 Roles of a Leader. Teresa also served as lead faculty for the acclaimed week- long executive leadership program, Principle-Centered Leadership Week. Teresa’s clients have included AT&T, Accenture, Aetna, Bristol-Myers Squibb, Coca-Cola Company, Hewlett-Packard, Head Start, Massachusetts General Hospital, Microsoft, McKinsey & Company and The Woodruff Arts.

Prior to her work at FranklinCovey, Teresa spent eight years as a Senior Consultant for an Atlanta-based consulting firm focusing on not-for- profit organizations. Teresa was also a television talk show host on “Women’s Kaleidoscope” highlighting successful women and their achievements; and she founded the Knoxville Rape Crisis Center in 1982.

Teresa earned her bachelor’s degree in Psychology from the University of Tennessee and did postgraduate work at Stanford University and the University of Connecticut in family systems theory, group process, facilitation, and counseling and developed work with community theorist Dr. M. Scott Peck, author of The Road Less Traveled. She is a trained co-active coach providing personal life, relational and executive coaching services and is a trained mediator in conflict resolution and negotiation. Teresa is also certified in Daniel Goldman’s Emotional Intelligence work, the Team Diagnostic instrument and is proficient in the, Hermann Brain Dominance Indicator and MBTI. Teresa has an executive coaching practice as well.

Teresa and Tony live in Washington Depot, Connecticut and Atlanta, Georgia. They have teamed up countless times to deliver speeches and workshop to their clients. Their soon to be published book entitled, Commit 2 Connect, has been the basis for” Commit 2 Connect Workshops” throughout the United States. Along with travel, family, biking, and walking, working together with couples committed to growth in their relationship is one of their greatest pleasures.

Keynote Summary

Commit 2 Connect, Five Commitments to fuel your most intimate relationship

A keynote address delivered by Teresa and Tony ideal for delivery in large group meetings of 50-1000 people focusing on” 5 commitments” or pathways that marriage partners or couples in a committed relationship can learn about and apply to significantly improve the trust, communication, compatibility, partner roles, and intimacy in their relationship.  Participants will be able to take an on-line survey to assess strengths and weaknesses in their marriage.  The work is based on a soon to be published book entitled, “Commit 2 Connect” that the presenters have written. They have been teaching workshops speaking, and researching in this relationship topic for the past 15 years, and this topic is a passion for each of them.  This keynote is highly interactive, engaging, practical, provocative and fun and is ideal for a husband and spouse program as part of a larger conference.

Additional Information

The relationship we have with our life partner or spouse is by far the most important relationship in our life. It is surely deserving of significant reflection, discussion, assessment and development by each partner. We often take for granted that this cherished relationship will flourish and maintain itself on automatic pilot. This mindset results in the erosion of the connection and richness in our relationship naturally declines and suffers without that needed attention to nurture and grow it. The image to the right typifies the struggle that each of us has in that regard, as the inner-child strives to be connected and intimate, while the outer being, the ego, suffers from all of the worldly challenge’s and emotions that keep us separate in relationship.  Addressing both the inner and outer dimensions is the key to success, and this is the focus of our talk.