Experience

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  Thrivent

  Nov 1990 - Apr 1995

  LBSC was the first department within the company to move from a paper-based to an image-based workflow. This was a monumental change for the organization AND for individuals who had been working the same way for years. The resistance to the change was significant. As a project lead, my role was to help department leaders re-imagine workflows before they understood what was possible, and then get the vendor to customize the software as needed. As the launch date grew near, the anxiety within the organization was palpable. While we were ultimately successful in implementing the new way of working, my learning about what we in IT could have done better was extensive:* Clearly articulate the WHY (business case), in multiple ways and forms throughout the change* Identify early adopters to help champion the effort* Acknowledge the loss and fear that comes with significant change - you can't talk people out of feelingsI was just beginning to realize that while the technical side of this change was challenging, the "people" side needed far more attention than we'd anticipated. Show less As the primary liaison between the business users and computer programmers, I translated user needs into technical specifications, worked alongside the programmer to finalize design, and then tested the software and trained the users on how to use it.This opportunity allowed me to see how different a problem looks based on your frame of reference and challenged me to close the gap in understanding that would develop as a result.Since LBSC was committed to building technical solutions in-house, it was essential for me to build trust across departments and siloed teams in order to create better outcomes. Show less

  • Senior Systems Analyst - Lutheran Brotherhood Securities Corp (LBSC)

    Nov 1993 - Apr 1995

  • Systems Analyst - Lutheran Brotherhood Securities Corp. (LBSC)

    Nov 1990 - Nov 1993
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  K&l gates

  Nov 1995 - Mar 2005

  Leading a team of project managers, trainers and help desk professionals for a 10 office, 1000+ employee law firm through multiple mergers and acquisitions taught me how costly culture clash can be when it isn’t addressed well as part of a merger. Our department was responsible for making sure the legal work continued regardless of the technical and operational challenges inherent in moving work-product from one computer environment to another. As we worked through the technical issues, we watched as unspoken assumptions, subtle power dynamics and team loyalties tested even the most skilled people. While the people who made the merger decisions trusted that it was a good direction, they didn’t always acknowledge the accompanying pain and grief that would turn into downstream resistance as people quit or acted out in various ways that impacted integration and productivity. Show less While I enjoyed the speed with which decisions were made and implemented across the firm, I also wanted us to apply a systematic, thoughtful approach to systems change. Having identified the need for project management, my boss supported my becoming the first Information Technology (IT) Project Manager for the firm. This role taught me how to lead without positional power, build influence through high trust relationships and adjust my approach based on what was needed from the end user. While IT was a respected partner within the firm, it was also an expense.As the firm grew and large clients required cross-departmental and cross-office collaboration, standardizing IT platforms across geographically diverse offices became critical. While identified as an IT change initiative, it became clear to me that we were actually leading a significant culture change as well. Each office had developed its own culture, systems and processes based on who was in charge and what was needed by their local clients. This change would centralize important decision-making, limit autonomy and challenge core assumptions that had been key to the firm’s early success.As I began meeting with leaders at each office to plan the change, it became clear that while they supported the change in concept, they had significant resistance to it as well. While on the surface my job was to make sure the systems change and end user training were effective, I realized my most important role was to build strong relationships, listen to and validate concerns, and make sure the project champions were aware of how and what they needed to communicate to their peers.So often, leaders want to ignore, shut down or punish resistance. This role helped me understand that resistance often comes when people are trying to protect something important to them. Taking the time to understand, acknowledge and address the loss that comes with change is a key part of effective leadership. Show less As new attorneys, paralegals and staff members began at the firm, I was responsible for teaching them how to use our time tracking, document creation and all other software they needed to do their jobs. In addition, I provided hotline support for employees across the firm when their hardware or software wasn't working effectively.Having come from a highly structured, process oriented company, I was surprised by the fast, informal approach our department took to meet user needs and expectations. While the speed of the organization was refreshing, I could also see the correlation between rapid system change and the resulting support calls. Applying my skills as a systems analyst, I helped our department to bring more structure to the work without sacrificing the speed of our change efforts. Show less

  • IT Operations Manager (Preston Gates Ellis, LLP)

    Sept 2000 - Mar 2005

  • IT Project Manager (Preston Gates Ellis LLP)

    Jan 1997 - Sept 2000

  • IT Trainer and Support Specialist (Preston Gates & Ellis LLP)

    Nov 1995 - Jan 1997
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  Carlsen coaching & consulting, llc

  Jun 2005 - now

  💡TEAM COACHING - A high functioning team is a sustainable competitive advantage. But even for the best leaders, making the individuals you work with every day function well together can be challenging. My “Illuminate” process provides an approach to team dynamics that helps members of the team understand themselves—and each other—in new ways. The result is a team where the whole can be greater than the sum of its parts.💡PARTNERSHIP COACHING - Whether your business partner is a brilliant colleague, a trusted family member or a long-term friend, shared leadership is challenging. At planned or unexpected moments of transition, former strengths can become liabilities, and unspoken expectations can tear the partnership fabric. With over a decade of experience with partnership coaching, I provide the specialized approach and tools that allow your business relationships to thrive in the face of change.💡INDIVIDUAL COACHING - At points of profound change, effective leadership is challenging. You could be passing leadership between generations of a family company, or merging cultures and expecting everyone to “play well together.” Or you’re in a new role managing new people while facing a significant strategic shift. Becoming the leader you want to be requires:• Surfacing and eliminating beliefs and patterns that no longer serve you.• Strengthening your capacity and skills for leading teams well.• Aligning your work with your deepest held values.• Identifying how your life and career can fulfil a deeper sense of purpose. Show less When the external landscape changes significantly and your team is no longer working effectively towards a common purpose, it is important to get “up on the balcony” together. Taking time to reflect collectively on what is working and what needs to change is an important step for all organizations if they are committed to building high trust and high-performance teams.As your partner, I provide the processes and tools that will allow your team to engage in healthy conflict and honest conversations so that you can align on strategic direction. It’s at points of transition where good process and experienced insight can make the daunting manageable. Show less In order to build new skills, adults need time to practice, reflect and integrate their learning. I create custom workshops tailored to your specific needs, and then provide the support to integrate the learning into how participants do their job. In my workshops, the emphasis is on usefulness. My goal is to have participants walk away with tools, skills and insights that they can apply right away. Workshop topics include:• Lead from where you are.• Navigating uncertainty.• Conflict as a generative force.• How to say YES to what matters.• Enneagram for Leaders. Show less

  • Coaching for Teams, Partnerships & Individuals

    Jun 2005 - now

  • Strategic Facilitation

    Jun 2005 - now

  • Leadership & Team Development Programs

    Jun 2005 - now
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  Paragon leadership international

  Jun 2022 - now

  Executive coach - supporting senior leaders thrive in complex environments

  I enjoy being part of a team that committed to developing the Future Face of Leadership through Executive Development and Next Generation Leadership Initiatives.Paragon's philosophy aligns with my beliefs. In their words, "Individual leaders need to continuously stretch their skills to perform at a higher level. Leadership teams need to work more strategically to achieve greater results. Organizations need to embrace distraction to create clarity out of chaos. The next generation of leaders needs guidance to become indispensable." Show less