1. THE THREE PILLARS PROGRAM T P P
The University of Georgia
Human Resources Division
Training & Development Center of Excellence

2. TRAINING & DEVELOPMENT CENTER OF EXCELLENCE 
About
The Three Pillars Program of Leadership Excellence, Organizational Transformation, & Behavior
improves the productivity, work life, and the effectiveness of leaders, teams, individuals, and
organizational units.
HUMAN RESOURCES DIVISION

3. TRAINING & DEVELOPMENT CENTER OF EXCELLENCE 
Three Pillars Program
Becky Lane
Tom Gausvik, Associate Vice President for Human Resources
• Becky Lane has served for twenty two years in human resources at the University of
Three Pillars Program Leader Georgia. Her numerous roles include all aspects of communication, project
implementation and oversight, and classroom instruction. With the permission of the
book’s author, she has conducted the Personal Accountability program for over 10 years.
Becky earned a Bachelor of Arts in Journalism from the University of Georgia. Prior to her
UGA employment, she worked in media (newspaper and radio) advertising sales. Her
responsibilities there included forming relationships with business owners in order to
design and implement advertising campaigns to meet sales goals and ensuring all related
receivables were collected in a timely manner. Becky is Certified in Hogan Assessments
Instruments.
Becky Lane Tracey O'Malley Vickie Coker Lindsey Van Note
Senior Managing Director, Senior Organizational Senior Organizational Senior Organizational Vickie Coker
Training &Development Center Development Consultant Development Consultant Development Consultant
• As a member of UGA’s HR Training & Development Center, Vickie Coker is a Senior
Organizational Development Consultant. In T&D her roles include leadership development,
Core Members organizational development, organizational transformation, and organizational behavior.
Prior to joining UGA in 2000, she spent fifteen years as an executive with a major retail
company where she was responsible for human resources administration at the store and
regional levels. Vickie holds a Master Certificate in Six Sigma Black Belt, is a Certified
Sherpa Executive Coach, and is Certified in Hogan Assessment Instruments.
Tracey O'Malley
Joan Curtis, Total Communications Richard Stanley, Legacy Performance • As a member of UGA’s HR Training & Development Center, Tracey O’Malley came to the
Coach Training, Inc. University of Georgia in 2002 and serves as a Senior Organizational Development
Consultant.. Tracey responsibilities include leadership development, organizational
External Resources development, organizational transformation, and organizational behavior. She earned a
Bachelor of Arts in Business Administration and French from Converse College. Tracey’s
professional experience includes over fifteen years in the private sector with an emphasis
in adult education curriculum design and delivery. Tracey holds a Master Certificate in Six
HUMAN RESOURCES DIVISION
Sigma Black Belt, is a Certified Sherpa Executive Coach, and Certified in Hogan Assessment
Instruments.
Tom Gausvik
Lindsey Van Note
•Tom came to UGA after twenty-three years at the University of Virginia, the last
eleven years as chief human resources officer. During this time, Tom was
appointed by Governor Baliles of the Commonwealth of Virginia from 1998 • As a member of UGA’s HR Training & Development Center, Lindsey Van Note came to the
University of Georgia in 2004 and serves as a Senior Organizational Development
through 2000 to lead the reform of the state’s classified compensation system, Consultant. Currently Lindsey is on special assignment working with on the reform of
which affected 100,000 employees in 250+ executive branch agencies. Since UGA’s Staff Compensation Plan. As part of T&D, Lindsey’s responsibilities include
coming to the University of Georgia, Tom has transformed the Human leadership development, organizational development, organizational transformation, and
Resources Division, including creating the UGA Search Group, the 360 Personal organizational behavior. Prior to joining T&D, Lindsey was with the UGA Search Group
Financial Consultation Program; implementing the national award winning where her primary responsibility was to meet with hiring officials and committees to
Young Dawgs high-school internship program, the Three Pillars Program, and develop strategic recruitment strategies. Prior to joining UGA, Lindsey’s professional
the High-Impact Leadership Program. Tom has a Master’s of Science in Human experience included human resource administration in the private sector with an emphasis
in employment, training, classification, compensation, and employee relations. Lindsey
Resource Development from The American University, which was a joint earned a Bachelor of Science in Psychology from the University of Georgia. Lindsey holds a
program with the NTL Institute of Behavioral Sciences. He has a Bachelors of Master Certificate in Six Sigma Black Belt, is a Certified Sherpa Executive Coach, and is
Arts degree from The Citadel. Tom served as an officer in the U.S. Army in Certified in Hogan Assessment Instruments.
numerous leadership positions.
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4. TRAINING & DEVELOPMENT CENTER OF EXCELLENCE 
Engagement Strategy & Guidelines
As your “Trusted Advisor,” the strategy we use is customized to your particular needs, resources, and
organizational situation. We do not come in as experts of your organization. We partner with you
each step of the way, enabling you to make the critical decisions about your organization.
Engagement Guidelines:
Clear, Measurable Outcomes: As your Trusted Advisor, we will clarify objectives at the beginning of the engagement. What are
your desired outcomes? How would you like things to be different? How will you know we’ve been successful?
Diagnosis Precedes Change: As your Trusted Advisor, we want to have a good understanding of the workings of your organization
before proceeding with any recommended changes. This ensures that changes correct what is not working while preserving what
is working.
You are the Driver: You are the experts in your business and will make the critical decisions for your organization. As your Trusted
Advisor, our role is to provide you with the advisement and facilitate the process by which that happens.
Respect the Relationship: As your Trusted Advisor, we want to design a relationship that is respectful, safe, confidential, honest,
and accountable. Our intent is to strengthen and support you in the fulfillment of your role and accomplishment of your vision.
The Role of Trust. As your Trusted Advisor, we believe that trust is a critical element of organizational life. We want to help you
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talk openly, resolve conflicts, and create a positive culture in which people care about their work and want to contribute to the
best of their abilities.
Preserving/Building Culture: People do the work of the organization and are, ultimately, responsible for its success. As your
Trusted Advisor, our change initiatives help create a culture in which your employees think and act like true partners in your
business.
Structured Methods: We have created methodologies and processes related to leadership, individual development, and
organizational development which have been tested and refined within the Institution. As your Trusted Advisor, we will apply
these methodologies and processes in our work with your organization.
Depth: As your Trusted Advisor, we understand people and group dynamics. We facilitate deep and sensitive
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5. TRAINING & DEVELOPMENT CENTER OF EXCELLENCE 
Code of Ethics
Code of Ethics and Conduct
Our Code of Ethics and Code of Conduct is as follows:
Clients Engagements
• We will serve our clients with • We will accept only engagements
integrity, competence, and for which we are qualified by our
objectivity. experience and competence.
• We will keep client information • We will assign staff to client
and records associated with client engagements in accord with their
engagements confidential and experience, knowledge, and
will use proprietary client expertise.
information only with the client's • We will immediately acknowledge
permission. any influences on our objectivity
• We never confirm or deny any to our clients and will offer to
specifics about an engagement to withdraw from a consulting
anyone. engagement when our objectivity
or integrity may be impaired.
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• We will not speak critically about
a client or our own team • We will disclose to our clients any
members outside of our conflicts of interest of which we
confidential meetings. are aware before undertaking an
• We will always exude positive engagement.
confidence in our individual and • We will praise our clients
collective competence as well as continuously for their courageous
our client's competence and action.
goodwill.
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6. TRAINING & DEVELOPMENT CENTER OF EXCELLENCE 
Engagement Framework
Strategy for Energizing Your Organization and Creating Accountability for Results
CHANGEtheculture CHANGEthegame
Two parallel processes are essential to your organization’s success as
you go through the engagement and find your “True North Compass”
Parallel Process One: Leadership & Professional Development
Engagements often include helping the organization clarify “their story” as well as how they work
together to achieve organizational results. We offer coaching and team development activities to
strengthen the organization’s ability to build a positive and sustainable organizational culture.
Parallel Process Two: Change Management
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Change management is preparing all employees to embrace and succeed in the new organization.
Many change initiatives fail because they don’t give enough attention to people, who ultimately do
the work of an organization and make it succeed. As a core component to the engagement, we assess
organizational readiness and provide the organization with tools to overcome resistance to change. An
important goal is that employees see themselves as contributing partners in achieving organizational
success.
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7. TRAINING & DEVELOPMENT CENTER OF EXCELLENCE 
The “Right” Organization
"Seven Factors of Right Alignment”
Have the Right Focus (Vision, Goals, Priorities)
Focus
Maintain the Right Form (Structures)
Financials Form Ensure the Right Fit (People, Positioning)
Live the Right Faith (Ethics, Values, Beliefs)
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Functions 7 Factors of Fit
Right Alignment
Establish the Right Functions (Processes, Supply Chain)
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Allocate the Right Finances (Resources, Logistics)
Fortitude Faith
Our commitment is to be your Trusted Advisor, assisting you in defining and
continually fine tuning your "Seven Factors of Right Alignment."
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8. TRAINING & DEVELOPMENT CENTER OF EXCELLENCE 
Change Theory: Kurt Lewin
Time
• Ensures that
Change • Ensure that
employees • Execute the the change
are ready for intended becomes
change change permanent
Unfreeze Refreeze
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New State of Certainty
State of Certainty
State of
Uncertainty/Dysfunction
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9. TRAINING & DEVELOPMENT CENTER OF EXCELLENCE  HUMAN RESOURCES DIVISION
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Freeze
Change
Unfreeze
Freeze
Change
Unfreeze
Freeze
Change
Time
Unfreeze

10. TRAINING & DEVELOPMENT CENTER OF EXCELLENCE 
Change Management
Overview: Change Management Model of Roles and Responsibilities
Source:
UGA Human Resources Division’s Training & Development Center
The Three Pillars Program of Leadership Excellence, Organizational Transformation and Behavior
Purpose:
This model identifies four groups that influence and are affected by change and outlines key
responsibilities for each group to successfully navigate through the transition period. In particular,
this tool outlines key responsibilities of managers during the change process.
Guidelines:
Review and modify the model as necessary with key stakeholders and discuss expectations for each
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group, as well as strategies to help each group perform these responsibilities throughout the change.
Context:
Successful change depends on multiple layers of individuals within an organization planning for and
implementing the change. The team responsible for change initiatives should ensure that all groups
are considered during major decisions or communications regarding the
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11. TRAINING & DEVELOPMENT CENTER OF EXCELLENCE 
Model of Roles and Responsibilities for Change
Senior Leader (the Client) Human Resources
• Actively and visibly support change • Develop change management strategy
• Build the group leading change and plans
• Communicate directly with employees • Provide support to managers and
employees
Change
Management
Front-Line Leaders Employees
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• Coach employees through the • Survive and thrive during the
transition and manage resistance organizational change
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12. Model of Roles and Responsibilities for Change (Detailed)
TRAINING & DEVELOPMENT CENTER OF EXCELLENCE 
Senior Leader (the Client) Human Resources
• Communicate the organization’s business • Partner with Client internal communications, public
strategy. relations, and other stakeholders to coordinate the
• Address broad-based employee concerns to messages of executives and managers to ensure
increase. visibility into the rationale behind change. consistency.
• Demonstrate the importance of the change. • Provide resources and guidelines to Client for
managers, including describing the role of
managers to support retention efforts.
• Provide regular updates and logistical information
to Client to keep other leaders and employees
informed.
Front-Line Leaders Employees
• Communicate key information to employees. • Understand how the change will affect their day-to-
• Address employee concerns on a personal level day job, co-workers, and the organization.
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and through one-on-one conversations.
• Identify and retain key employees.
• Engage employees.
• Share employee concerns about the change to
senior managers or HR.
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13. TRAINING & DEVELOPMENT CENTER OF EXCELLENCE 
Core Competencies of Leadership & Professional Development
The core competencies that formulate leadership and professional
development are accountability, common language, through shared
purpose, innovation, ownership, and networking.
Accountability Common Through Innovation Ownership Networking
Language Shared
Purpose
To make a To make To act in To display
personal choice To clearly define To build team decisions with accordance with actions that
to rise above my values, commitment to my head, heart the principles I inspire others
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one’s mission, and a shared and hands to fix say I value.
circumstances vision within my purpose and the problem and
and demonstrate organization. direction never again affix
the ownership the blame.
necessary for
achieving
desired results.
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