Jeff Young

𝗣𝗹𝗲𝗮𝘀𝗲 𝗰𝗹𝗶𝗰𝗸 𝗙𝗼𝗹𝗹𝗼𝘄 𝗮𝗯𝗼𝘃𝗲, double 𝐫𝐢𝐧𝐠 𝐦𝐲 𝐛𝐞𝐥𝐥, 𝗮𝗻𝗱 𝗰𝗹𝗶𝗰𝗸 "𝘀𝗲𝗲 𝗺𝗼𝗿𝗲" 𝘁𝗼 𝗹𝗲𝗮𝗿𝗻 𝗮𝗯𝗼𝘂𝘁 𝗺𝗲!
Namaste  🙏  🖖  As a Professional Networker and #TheLinkedInGuru (Teacher), I have provided nearly 200 free LinkedIn workshops in the last 3 years.  I've been on LinkedIn since May 13, 2004 (one of the first 600,000 members to join-member #594945).

🙏  I do not do one-on-one training.  I provide free LinkedIn seminars!  🖖

I talk about #TheLinkedInGuru #GuruGoodNews, #TrustYourTribe, #LinkedInTraining, and #CareerDevelopment

Please subscribe to my Newsletter (Click or Copy/Paste the link)

https://www.linkedin.com/newsletters/thelinkedinguru-gazette-6693632635048091649/

I have been teaching LinkedIn for 18 years now.  That's over 1000 seminars X about 20 people per seminar = over 21,000 people (without taking into account the "ripple" effect)!

🙏  I have provided the text below for use as a Speaker Bio should you need one.  Please use whatever portion you think appropriate.  🖖

🙏  𝐉𝐞𝐟𝐟 𝐘𝐨𝐮𝐧𝐠 𝐝𝐨𝐞𝐬 𝐧𝐨𝐭 𝐰𝐨𝐫𝐤 𝐟𝐨𝐫 𝐚𝐧𝐝 𝐢𝐬 𝐧𝐨𝐭 𝐢𝐧 𝐚𝐧𝐲 𝐰𝐚𝐲 𝐚𝐬𝐬𝐨𝐜𝐢𝐚𝐭𝐞𝐝 𝐰𝐢𝐭𝐡 𝐋𝐢𝐧𝐤𝐞𝐝𝐈𝐧 𝐨𝐫 𝐌𝐢𝐜𝐫𝐨𝐬𝐨𝐟𝐭.  🖖

Jeff is a highly qualified Education and Performance Development executive with 30+ years of progressive experience in program design and delivery, and 35+ years of engagement and project management experience. His expertise lies in his ability to identify organizational needs and develop training programs suited to all levels of personnel. Just as significant are his contributions to improved business performance, productivity, quality and profitability.

Jeff is a former Director and Account Manager with Intellinex, an eLearning venture of Ernst & Young, LLP and has helped manage and mentor thousands of people in many different organizations. Since his retirement from OCLC, where he worked as an Enterprise Project Manager, Jeff has been deeply involved in community service by volunteering for and helping manage several local non-profit organizations.

Specialties:
★ Networking, Social Networking
★ LinkedIn Training, LinkedIn Trainer
★ Project Management
★ eLearning
★ Management Consulting

Most recently, Jeff has been devoting his time to being a Professional Networker, teaching Networking and LinkedIn and he has trained thousands of professionals in how to maximize their networking skills and best utilize networking tools. Please see the links in Jeff's Featured Section for examples of his presentations and tips on how to use LinkedIn.

Namaste 🙏 🖖

Professional Networker, LinkedIn Training, LinkedIn Trainer, LinkedIn Tips, ★ #TheLinkedInGuru ★

GraceJudson.com

My approach to change leadership is a little different from most.

Change leadership is not change management! The two sets of skills and tools are both necessary for success; neither is sufficient on its own; AND they are different skills and tools.

Which are often not the skills and tools that tech project managers are taught or expected to be skilled in.

And that's why technical project implementations can get derailed: a lack of attention to the people end of any transition, including technology.

Which is where I come in, to support my clients' clients by easing their concerns and anxieties and helping them engage willingly with the new technology.

Change Leadership Specialist: Trainer, Speaker, Consultant, Coach, Author

Leadership A to Z: a bite-sized video series on essential leadership qualities (including X!)

Short, pithy, bite-sized video training, with one leadership quality per letter of the alphabet. Yes, there's a leadership quality for X (*not* Twitter!), but you'll have to click through to learn what it is!

Leadership Development Program - free resource!

University of Arkansas

⭐ Against the Odds: an introduction to successful strategic change
Managing strategic change is part of every leader’s and manager’s job – yet strategic change initiatives tend to generate more cynical eye-rolls and frustration than actual change. Why? External factors (failure to plan, lack of resources and time, etc.) are the apparent reasons why change initiatives fail, but they’re the symptoms, not the actual problem. 

The real key to effective change – change that works, lasts, and has meaningful results for every stakeholder – lies in understanding the hidden, often-unconscious internal commitments we all have to keeping things just the way they are. In this introduction to change that works, we’ll discuss how to lay the foundation for meaningful strategic change, including when and how to uncover those hidden competing commitments – and what to do to counteract their power.

Instructor

Mira Costa Community College

⭐ Cross-Cultural Communication
What is culture, and how does it affect workplace dynamics? What are the common disconnects between cultures, and how can they be managed more effectively? What are the six basic patterns of cultural behavior that, when understood, can improve communication and productivity?

⭐ Generations in the Workplace
What generations are present in today's workplace? What world-shaping events impacted their experience as children and adults? What motivations and values do they have, and what myths and fables are there about each generation's beliefs and desires? And how can a better understanding of these factors help improve communication between generations?

Community Services & Business Development Presenter

UC San Diego Extension

⭐  Office Politics: the elephant in the conference room
The ability to navigate political waters in an organization makes or breaks careers. What are the key factors guiding people's behavior and actions? How can you choose words and select timing to maximize your opportunities? What does it mean to be effective within your corporate culture? Is "playing politics"​ a bad thing, or can it be done with integrity and heart?

⭐ Effective Meeting Management
"Death by meeting" is an all-too-common experience. How can you conduct meetings that are engaging and productive? What does it mean to control your agenda - while still inviting discussion and generating creative, productive ideas? Can anyone really run meetings that people want to attend?

Hewlett-Packard

Encouraging departments to communicate across silos (and time zones, and countries!) and share knowledge (instead of hoarding it) is a skill remarkably similar to herding cats.  Creating a collaborative environment requires understanding different managers' and leaders' concerns and perceived risk factors, and then working with them to mitigate those issues and help them feel comfortable participating in the active sharing of information and best practices.

Program Manager - Knowledge & Intranet Management

EMC / Document Sciences

I was hand-picked by CEO to lead new top-priority Knowledge Services division to research and implement knowledge management initiatives throughout the corporation. Although mandated by the CEO, other executives and department heads weren't as enthusiastic as one might hope. This was a crash course in navigating political situations, helping to balance each departments' needs and concerns, communicate the risk mitigation plan, and then actually get the project completed.

Years after I left the company, I'd meet former co-workers who, without exception, told me enthusiastically what a great project it was and how much it had changed how they worked and how successful they were able to be.

Director, Knowledge Services

Coming into a company as an external leadership hire is always interesting and sometimes threatening to existing leaders. By emphasizing communication, demonstrating respect and awareness of my new peers' skills and experience, and proving my trustworthiness, I established my value - and was promoted into the Senior Leadership Team. 

Managing technical teams and external clients is a tricky balance. Yes, I had clients yelling at me about mistakes - and I helped them focus on solutions rather than problems and bring things to a positive conclusion.

Director, Professional Services

Munich Reinsurance America, Inc.

The crowning glory of my software-development career was analyzing, designing, and coding a highly-complex system that many said - in so many words - couldn't be done (even after it *was* done!). 

Through careful listening, attention to both the big-picture view and the tiny details, I was able to create the business intelligence system that caught over $1 million in past errors from the fully manual system. 

It's a lot of fun to accomplish the supposedly-impossible!

Business leader comment from a separate, massive data-integration project resulting from a corporate merger:
⭐ “It is not often that a true zero-defect result is encountered, and the fact that we encountered it here is a testament to your skill and experience.” ⭐

Director, Account Manager

Irving Trust Company

Senior Analyst

Chase

Programmer/Analyst

Leon Chusid Associates,

Helping leaders do change better | trainer, speaker, consultant, author | erstwhile fastest knitter in the U.S. | cat enthusiast

You have terrific project managers leading your change initiative. Yay! 

But did anyone ever help them understand how to deal with that dreaded thing called Resistance to Change?

Companies excel at strategic planning, task management, and resource allocation. But it takes a different skillset to address the people issues that arise, and it’s those people issues that tend to derail change initiatives.

Change leadership is the flip side of project management, and it’s much more than emotional intelligence. It’s a set of skills and tools, a defined process, specifically aimed at easing the impact of change, whilst simultaneously discovering ways to make the outcomes better and more sustainable. 

Change leadership is about understanding where resistance comes from – there are three possible underlying causes – and knowing how to meet each one so you can get employees on board and motivated to move forward.

Years in senior leadership gave me a front-row seat, and often starring roles, in change initiatives. I saw what worked, and what didn’t. I learned. I rolled out strategic change that met resistance – learned in the trenches what worked to overcome that resistance – and discovered that in the process, the change itself became markedly better.

I’ve spent years honing these tools, researching, learning more skills, and working with my clients to *do change better.*

When you have these skills on your team, you create a better experience for everyone involved – including your bottom line.

If you’d like to know more, or if you’re curious about how it works, send me a message or visit my website. I can promise you that my approach to change leadership is *not* typical – and it works.

✨ https://www.gracejudson.com/ ✨

I work with smaller and mid-sized companies as a trainer and consultant – companies whose leaders know they face the challenges of change, and know that supporting their people will make all the difference. I’m also a speaker on change leadership for conferences and corporate retreats.

And I work with individuals who want to create change in their own lives, personal and professional.

Drop me a note and we can talk about your situation and see how I can help.
grace AT gracejudson.com

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Jeff Young

Grace Judson

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