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TRADITIONAL CULTURAL TRANSFORMATION
PARADIGMS



EXTERNAL VERSUS INTRINSIC STRATEGIES



Is Your Cultural Transformation Strategy Control-Based or Intrinsic-Influence Based? A trauma-informed approach requires that you play to intrinsic aspects of individuals in order to influence a powerful trauma-informed and trauma resilient culture.





EXTERNAL CONTROL STRATEGY





Top-down approaches to leadership are not effective in all aspects of an organization. Therefore, leadership should consider a different approach.


Any external means of control don't yield sustainable results. The result is a steady stream of tactics, as your organization falls prey to lost morale and covert erosion.


It's time to stop wasting time and resources on external control strategies.



INTRINSIC INFLUENCE STRATEGY





Intrinsic is defined as what's "inherent, innate, inborn, inbred, and natural" to an individual. By definition, intrinsic influence leverages the diversity of human experiences, values, and innate talents.


Employee engagement and transformation based on intrinsicality are the foundation of influence that ensures sustainable outcomes and a commensurate return on investment.



TIME TO STOP THIS COVERT ERROSION



THE SILENT DISRUPTOR THAT'S
ERODING YOUR CULTURE



​Employees are fighting a silent battle nobody else knows about and they aren’t talking about it in exit interviews. A significant section of the country was silently grappling with pre-pandemic histories of sexual assault, domestic violence, childhood trauma, and abuse. For this population, the pandemic was re-traumatizing.


Over 70% of respondents to a 2019 World Health Organization Survey had experienced at least one traumatic life event.

  • 14% Intimate Partner or Sexual Violence

  • 34.3% Accidents or Injuries

  • 22.9% Physical Violence

  • 13.1% War-Related Violence

  • 34.1% Unexpected or Traumatic Death

  • 35.7% Witnessed Trauma

​The repercussions of that trauma influence employee perspectives, perceptions, decision-making, and professional relationships. Unless an organizational culture is conducive to trust, leadership will never know what's truly behind the Great Resignation. Because they don't turn off their lives when they enter the organizational doors, emotional trauma from sexual assault, domestic violence, childhood trauma, and abuse influence their perspectives, perceptions, decision-making, and relationships. Unless your culture is conducive to trust, leadership will never know shy strategic initiatives are failing.



EXPERIENCE THE
DYNAMIC DIFFERENCE



By using a double-prong approach, we build disruption-resistant companies that retain engaged and committed employees instead of throwing money down a recruitment and training black hole.



Leadership



Whose Apple Dynamic challenges and empowers leaders to recognize, root out, and disarm trauma-induced mind-fields before they sideline productivity and stifle strategic progress.



Employees



We equip employees with formidable tools that empower individual change that results in sustainable outcomes for personal well-being and organizational productivity.



DR. LINDA F. WILLIAMS, DSW



Award-Winning Change Agent, Trauma-Resilience Consultant, and
Labor-Management Relations Specialist



Dr. Linda spent almost 37 years with the federal government facilitating compliance oversight for nutrition assistance programs with an annual budget in excess of $70 million. She was also a Financial Management Analyst overseeing a budget in excess of $6 million dollars allocated to six states. During her tenure, she acquired two degrees. After retirement, Dr. Linda completed her doctorate at Capella University.


ACHIEVEMENTS & QUALIFICATIONS

  • Within three years, Linda’s leadership resulted in turning a decades-deep, entrenched adversarial labor-management culture into a thriving partnership of mutual respect, honest communication, and alliance.
  • Linda negotiated several national collective bargaining agreements between her federal agency and the National Treasury Employees Union (NTEU).
  • She negotiated the largest reorganization in agency history, resulting in minimal disruption to well over a hundred national employees.
  • As an appointed member of several National Partnership Counsels, Linda’s problem-solving expertise and her ability to bring clarity to complex issues, Dr. Linda facilitated changes in agency policy. The result was positive changes in agency culture, maximized use of scarce resources, and improved employee morale.
  • She has been honored with the Food and Nutrition Service “FNS C.A.R.E.S” Award for Cultural Transformation.


​EDUCATION I CERTIFICATIONS I AWARDS


Member of the American Psychological Association (APA)

Doctor of Social Work (Public Service Leadership)

Masters of Social Work in Advanced Clinical and Macro Practice

Bachelor's Degree in Organizational Leadership

Certified Executive Coach

Award-Winning Change Agent

37-Years in Federal Public Administration

10-Years as Labor-Management Leader​​


SCHEDULE CONSULTATION



WHOSE APPLE DYNAMIC COACHING AND CONSULTING SERVICES



2500 E. Beltline Avenue SE | Suite G-255 | Grand Rapids, Michigan 49546-5987 888-486-4133 I ​[email protected]


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Last Updated 2023-09-15