- The Problem with Virtual Teams
- Process Learning
- The Link Between Shuttle Diplomacy and Company Get Togethers
- Allocate time for forming, storming, norming, and performing every time the team meets, or pay the price of decreased effectiveness later.
- Forming and Reforming
- Continuous learning is the key to team effectiveness
- She speaks conversational French and German.
Barbara Pate Glacel, Ph.D. (Ph.D., Political Science; an M.A. in Human Relations, A.B. in Government ) an executive with experience with C-level executives and senior leadership teams from over twenty-five nations.
She has worked with executives in many industries, to include high tech production and service, aerospace, biotechnology, telecommunications, consulting, as well as NGOs and government organizations.
She is the author of three books and numerous articles on leadership and executive coaching.
Dr. Glacel has been active in the business community as both a corporate leader and a business consultant.
She has developed and presented leadership training programs for organizations around the world.
At ARCO Alaska, she developed and led efforts to increase productivity in a business environment where all jobs were shared and hostile environmental conditions made progress difficult.
Dr. Glacel is a frequent public speaker, appearing on radio and television programs.
She developed a series of team development training programs.
Her working language is English, and she speaks conversational French and German.
Barbara Pate Glacel: A high-performing team requires communication, commitment, behavior change, and continuous feedback.
All of these activities are hard work and require skills that are not easily learned within the context of a business crisis.
They are better learned within the context of everyday work of learning teams.