Job Archives

Since 2001, Glen Mohr, President and Founder of Mohr Collaborative, has designed and managed programs that integrate innovation and leadership development. His programs engage high potential employees in developing innovative ideas into practical, profitable, customer-centric solutions. Clients, including Merrill Lynch, Citigroup and PNC, consistently achieve extraordinarily high financial returns with 30-90% of new project ideas from each program moving forward to generate revenue. Simultaneously clients build ongoing capacity for innovation and develop high-potential talent through

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“Thank you for the incredible support you gave us throughout the program. Your insights, encouragement, and direction were priceless. The team learning that was generated despite our day to day work activities and different time zones was fantastic. The process of identifying a business opportunity and creating a value proposition around it has prepared each of us for our next leadership roles. We now have a culture of entrepreneurial thinking .”

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“The ROI for the programs we run with Mohr Collaborative is realized in real revenue growth and that’s why we continue to run the program year after year.”

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“Mohr Collaborative made sure they understood our business thoroughly – the culture, the structure, the internal silos, the business strategy – and worked with us to design and execute a program that serves senior executives, business heads and high-potential talent. The results speak for themselves and each year they get better.”

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Jennifer spent 10+ of her 17-year career at Fidelity Investments in the Corporate Audit Group. She was responsible for that group’s networking and training events, which entailed planning, contract negotiation, budget management, content and speaker coordination, management of on-site logistics, and acting as liaison with venue staff. Since January 2012 she has specialized in the execution of events for arts, education and social non-profit groups, working in support of Event Organizers and acting as the

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Michael Tuccinard is a consultant and entrepreneur whose career and interests are a varied mash-up of enriching experiences. His experiences span over 18 years and across many types of industries. He’s mentored numerous early stage start-ups in the US and founded several successful companies and products. Michael mostly enjoys solving difficult challenges at the intersection of customers, business and technology. Michael started his career breaking into the comic book industry, as a comic book artist

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Ilyse Robbins is an award-winning actress, director, choreographer, and teacher who has coached corporate clients on presence and presentation skills since 2011. She has individually coached well over 100 teams to present their innovative ideas to the senior executives of their firms. Ilyse received Boston’s 2014 Elliot Norton Award for Best Direction for her work on Thoroughly Modern Millie at Greater Boston Stage Company, where is is the Associate Artistic Director. She is the recipient of six

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In our business of accelerating team performance, my colleagues and I have observed virtually every permutation of friends and strangers tackling team projects. This outcome is very familiar: teams of strangers who face a challenge together make the best of their individual strengths, and pull success from the jaws of defeat. Then they realize they have become friends and call that the most important outcome. It’s like every Marvel movie ever made. More important to

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Ilyse Robbins, actress, director, choreographer, teacher, and presentation skills coach at Mohr Collaborative, guest blogs today to share her opinion on whether “pausing for effect” has any effect at all. When I read Teddy Wayne’s column about “NPR Voice” recently, I related to it and…cringed. (please read the article and you’ll understand both my ellipses and the italics.) The “pause for effect” has become quite common both in speech and in writing. The pause asks the

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We ran a session for a large financial services firm this week focused on “The Discipline of Learning.” Yes, adults who have gone through 16+ years of school, developed expertise in a job, and now maintain that expertise in a continuously and rapidly changing business environment, still need to be reminded to learn. Why? You would think, by this point, learning would be like breathing. For most people learning is more like eating than breathing.

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I wrote last week about the challenge of balancing collaborative and independent work on a small team. You need to get stuff done individually, but also want to leverage the collective strength of your team AND keep your team members motivated and learning. Everyone should feel like they are getting better at what they do, as well as how they do it. In order to make this happen on my small, growing team, I take

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As I build my team, especially now when it is small, I find that I need to consciously balance the team needs (productivity) with the individual needs (personal/professional growth). This balance depends on motivation. The programs I run for my clients focus on individual learning and development, but they require the participants to deliver a real product – a viable proposal to generate revenue or cut costs – that gets special attention from the most senior executives in

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