Turknett Leadership Group

Profile set up by Edverise AI

Set Up By Edverise AI

Edverise AI built this profile by analyzing thousands of data points across the web. If you own this business, become an Edverise partner to manage and update your profile.

Become an Edverise Partner

Overview

$5,000+

Min Project Size

10 - 49

Employees

1987

Year Founded

ABOUT TURKNETT LEADERSHIP GROUP

Unleash your full potential.

Turknett Leadership Group (TLG), based in Atlanta, Georgia, is a leadership development company established by Bob and Lyn Turknett in 1987. For 35 years, TLG has been delivering effective leadership development services. Central to all TLG offerings is the Turknett Leadership Character Model. Our services encompass a wide range of solutions, and we have assisted thousands of individuals, teams, and organizations in reaching their full potential. For more information about Turknett Leadership Group and our services, please visit www.turknett.com.

Languages Spoken

English

HIGHLIGHTS

$5,000+

Min Project Size

10 - 49

Employees

1987

Year Founded

Services

Focus

Industries

Clients

Services Provided

70% Leadership Development

30% Business Coaching

About the Team

OUR STORY

Founded by a dedicated team of experts including Bob Turknett, Ed.D., and Lyn Turknett, our company thrives under the leadership of CEO Vicki Abelson, MBA, PCC, and President Tim Huff. With senior consultants like Rob Turknett integrating AI and seasoned advisors such as Kathy Bahrambeigian, we deliver insightful solutions. Our team encompasses specialists across various fields—Ph.D. holders, certified coaches, and strategic partners—ensuring a multidisciplinary approach. We emphasize leadership development and organizational psychology, championed by figures like Karl Kuhnert, PhD, and Anne Quiello, M.S., PCC, who also hosts Women in Leadership initiatives. Supported by skilled administrators, our collaborative network fosters innovation and excellence in driving impactful transformation for our clients.

Portfolio

DEIB Cultivation & Leadership Development

Southeastern health care system

The client is a prominent division responsible for customer and financial services within a major health care system in the Southeastern region. This organization is dedicated to maintaining its core values of respect, excellence, and compassion, while operating with integrity and promoting diversity, equity, and inclusion. Analysis of internal and external data indicated a necessity to enhance trust and cultural awareness, reduce bias, and elevate leadership skills and professionalism across the division. To tackle these issues, the client collaborated with Turknett Leadership Group (TLG) and its partner, Personality Matters Inc., to form a consulting team. A virtual kickoff meeting for all managers was held to set expectations and foster a shared sense of enthusiasm and accountability. A "Champions' Group" comprising staff members was established to offer feedback and direction for the initiative. Initial data collection featured five staff-focused focus groups, integrating the company's values and existing honor pledge into the kickoff and aligning them with all activities. Executive coaching was initiated for all directors in the division. A DEI-focused employee survey was conducted to ensure employees had a voice and to gather data for leadership development. Directors and Assistant Directors engaged in survey reporting and action planning, emphasizing the need for greater respect, accountability, communication, fairness, and employee input. Senior leadership and management received briefing sessions. A comprehensive day of unconscious bias training was provided for all managers, along with additional training for all employees using the Train the Trainer approach with internal facilitators. New senior leadership implemented corrective actions, which included regular Town Halls, newsletters, an open-door policy, and a mandate for leaders at all levels to meet with their direct reports monthly solely to listen.

Stories of Growth: Ed

Information Technology Firm

Ed is an executive at a well-established IT company who was well-liked by his colleagues but considered himself a "loyal follower" who followed directions. Others viewed him as honest and trustworthy, as he treated everyone with respect, and his empathy facilitated open communication. He remained humble and refrained from taking credit for himself. Ed excelled in emotional intelligence; when mistakes occurred, he prioritized learning from them rather than assigning blame. However, he had significant room for growth in certain aspects of responsibility. He didn’t see himself as personally accountable for the company’s overall success and felt limited to his own role, despite his interest in the company's achievements and stay updated on industry trends. Lacking courage, Ed had never initiated actions that could benefit the organization out of fear of upsetting his boss. However, he became enthusiastic about enhancing his leadership skills and decided to take the lead on initiatives that could strengthen the business. He tackled an issue as if he were the company’s president and organized a group of colleagues from various departments. Together, they formed a cross-functional team that identified areas where they could make a difference. The team generated ideas for a technology center that would significantly enhance the business, secured backing from key stakeholders, and successfully brought the concept to fruition. Previously, Ed had concentrated on his limitations; now, by focusing on his capabilities, his self-perception as a leader evolved. He began to see himself as an analytical, technical, and strategic leader who also genuinely cared about people, and he was surprised by the extent of his ability to motivate and inspire others.

Respect and Emotional Mastery Get Business Results

Scientific Products Firm

Joan is an executive at a scientific products company. While she was considered "overly aggressive" in her leadership style, her technical skills made her a valuable asset to the organization. Many of her employees respected her capabilities but saw her as a bully. Although Joan was honest and had strong principles, some perceived her as lacking integrity, believing that true integrity would prevent her from showing such disrespect to others. She struggled with treating people kindly, and her interactions often showed little empathy; her emotional control was particularly weak. She would frequently lose her temper in public, especially towards her direct reports, and tended to blame others when mistakes occurred. Team members hesitated to inform her about problems, such as customer issues or product defects, until they had escalated to crises because they feared her reaction. However, Joan did demonstrate a strong sense of responsibility, feeling personally accountable for the company's success and the projects she handled. She was willing to challenge her superiors if she believed a decision could harm the company and was open to taking risks. Unlike many executives, she thought about processes that affected the entire organization. Although she had a strong understanding of the business and industry, her impact would have increased if she had been able to foster and maintain relationships both within and outside the company. Motivated to improve her leadership skills and mend her relationships with her team, she began to apologize to those she had upset, clearly stating her commitment to taking full responsibility for the success of their connections. Joan focused on reshaping her mindset to manage her emotional reactions better. She also made a concerted effort to listen and show respect to others, resulting in significantly improved outcomes.