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Thomas Gilmore

Founder and Principal

Thomas Gilmore, Principal and one of CFAR’s five founders, consults to significant changes in complex organizations, often in connection with leadership transitions. He has written extensively on issues of leadership, large group engagement processes, reorganizations, downsizing and team building.

Originally trained as an architect, Tom brings a different perspective to the process of analyzing organizational problems and drafting solutions. He is an expert at seeing the links between the whole and the elements of an organization, ranging from the business fundamentals evidenced in the hard data to the psychodynamics among individuals on the executive team faced with tough, far-reaching decisions. His particular specialty is leadership transitions, and he has worked with corporations, universities, liberal arts colleges, foundations, associations and healthcare organizations to help them to seize leadership transitions as a major strategic opportunity to strengthen the organization.

Tom is a prolific writer. It is his natural impulse to extract lessons from the particulars of a client situation and express them in a form that can be shared with other CFAR consultants, clients and the greater world of business thinkers. He is the author of Making a Leadership Change: How Organizations and Leaders Can Handle Leadership Transitions Successfully, cited by Frances Hesselbein—former CEO of the Girl Scouts and Founding President of the Drucker Foundation—as “the best book I know on this subject…I use it today – the most helpful gift I know for a leader in transition.”

Tom is a Senior Fellow at the Wharton School and in the Leonard Davis Institute of Health Economics, Population Health Associate at the Jefferson School of Population Health, and is a faculty member in the Consulting and Coaching for Change Program offered by Oxford and HEC. He is one of the founders and a member of ISPSO (International Society for the Psychoanalytic Study of Organizations), serving on its board for three years.

Tom earned an AB from Harvard University in Roman History and Literature and a M. Arch. from the University of Pennsylvania.

PUBLICATIONS

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092

How to Optimize Your Leadership Team

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From Transaction to Transition: Part 3 – Using Leadership Transitions to Strengthen Culture

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090

Making the Case: Why Should Employee Development Be a Priority for Healthcare?

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089

Building the New Management Team – Chapter 10

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088

Accelerating Systemness Through Shared Vision and Culture

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Strengthening Organizational Effectiveness and Readiness Through Leadership Transitions

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086

Briefing Note: Board-Staff Dynamics and Natural Entry Points for Connection

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The Important Role of Strategy in Leadership Transition

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083

Organizational Learning and the Leadership Skill of Time Travel

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082

Following a Founder—Issues of Transition and Continuity in Family-Owned Businesses

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081

Governance Refresh for the Future

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080

Unleashing Ideas is Hard Work: Innovation in Multigenerational Families Will Keep Your Business Relevant

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Tapping the Potential of Healthcare’s Workforce Crisis

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The Workforce Crisis is an Unignorable Moment for Healthcare

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077

The Value of Coaching in Academic Medicine

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076

Affirming Post-Acute Leadership

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075

Leadership Learning Through Disruption: Reflections from a Convening of Association CEOs

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074

Calibrating Culture for a Healthcare Merger

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Opportunities Within “Adaptive Recovery”

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What Leaders Can Learn From Feeling Like A Middle

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071

Strategic Alignment for New Initiatives

 

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Family Meetings Move Online

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What Doesn’t Show Up on the Bottom Line Counts

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The Gold Medal

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Riding the Tiger: Preventing Company Leaders From Failing

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Effective Business Leaders Know Change is a Constant

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065

Business and Community: A Valued Partnership

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Building Relationships Boosts Company Morale

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One Hundred Years and Still Rising

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062

“Creating Pull” for Patient Ownership of Care

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Stronger Than the Sum of Our Parts: A Collaborative Balance: Interprofessional Education in Clinical Settings – Part 5

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Stronger Than the Sum of Our Parts: Training Different Disciplines Together – Part 4

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Stronger Than the Sum of Our Parts: Creating a Level Playing Field – Part 3

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Stronger Than the Sum of Our Parts: Introduction and Principles of Effective Interprofessional Collaboration in Healthcare – Part 2

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Stronger Than the Sum of Our Parts: Introduction and Principles of Effective Interprofessional Collaboration in Healthcare – Part 1

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Part 3 — Superfluidity: Engaging Resistance to Pick Up Speed in Healthcare

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Leading Leaders on the Way to Becoming a “Superconducting” Healthcare Organization – Part 2

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054

A Roadmap for “Superconducting” Healthcare Organizations – Part 1

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Part 3: From Patient to Partner – Making Room for the New Provider Role

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Part 2: From Patient to Partner – Creating Pull for the Shift to Population Health Management

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From Patient to Partner – Engaging Patients in the Paradigm Shift to Population Health Management

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050

Build a Family Social Contract That Will Strengthen Succession

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Matching Donor Interests with Problem-Centered Academic Programs

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048

Developing a Shared Language for Shared Work — Collboration in Interprofessional Teams

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047

The Fundamental ‘Gives’ and ‘Gets’—The Basics for Effective Collaboration in Healthcare

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Where is the “I” in Team? Why Collaboration Matters in Healthcare

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045

Creating Value Together—Collaboration Between Physicians and Administrators

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044

Joint Ventures: A Fast-Track Strategy for Growth

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043

Family Firm Institute — Interview with a Founder: Drozdow

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Learning from the Crisis

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Action Learning—Improving Organizational Performance through Team Learning

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Briefing Note: Strategy Planning vs Strategy Making

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Differences a Day Can Make

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Culture as a Strategic Asset in Healthcare

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Propulsion: Turning Strategy Into Action Quickly – Superconducting Part 4

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Pointers for Leaders in the Pandemic

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Making the Bet on Population Health Pay Off: Realizing ‘Systemness’ Through Shared Purpose and a Collective Strategy

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034

Lessons from the Field: Promising Interprofessional Collaboration Practices

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The Artful Work of Governance

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The Challenges of Strategy and Leadership in Higher Education

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031

The Importance of Aligning Vision, Mission, and Strategy in Fast-Changing Healthcare Environments

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The Importance of Linking Leadership Succession, Strategy, and Governance

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The Power of Negotiating in a Family-Owned Business

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028

The Power of “Small Leadership”

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Leading in a Virtual Reality

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026

Managing in the New Team Environment – Introduction

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Making a Leadership Change – Part 1 Overview

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024

Creating Systemness: Eight Practices to Make Integration Work

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023

Creating a Culture of Value – Part 1

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022

Coaching 2.0

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021

Mindfulness and Executive Education

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020

Ideas in Philanthropic Field Building

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019

Developing Healthcare Leadership in Turbulent Times

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Developing Leaders in Turbulent Times

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 Making the Bet on Population Health Pay Off: Realizing “Systemness”

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016

Creating Sustainable Change Through Backcasting

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 Moving the Culture from Individual Heroics to Systemic Value Creating a Culture of Value – Part 2

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014

Children’s Reactions to Stress

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Tools for Effective Transitions Using  Large Group Processes

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The Softer Side of Governance

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What is Continuity?

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Imagined Conversation

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 The Emergence of Family Enterprise as a Global, Multidisciplinary Field

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008

 Avoiding “Governance Creep:” Time to Reconsider Your Governance Structure?

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 The CORE Collection

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005

 How to Face Philanthropy’s Hardest Question

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004

 The Moment You Can’t Ignore: Introduction

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 How to Manage Behind the Scenes Power Players

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002

 The Weakness of Strong Leaders: Crowding Out Space for Collective Purpose

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 Beyond Structure: Planning for A Future – and a Family – That You Can’t Predict

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Consultants

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Debbie Bing

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Carey H. Gallagher

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Lauren Howard

cfar_team_consultant_portnof_daniel

Tina Le

cfar_team_consultant_oppenheim_lynn

Lynn Oppenheim

cfar_team_consultant_smith_todd

Todd Smith

cfar_team_consultant_white_caleb_e

Tom Bonner

Cecilia Garza Madden

Cecilia Garza Madden

cfar_team_consultant_husereau_katelyn

Christopher Hugill

cfar_team_consultant_levin_richard

Richard Levin

cfar_team_consultant_pierre_daphnie_

Eliza Orleans

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Alex Steenstrup

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Connor Champigny

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Thomas Gilmore

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Jessica Hutchison

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Sara E. Miller
cfar_team_consultant_pierre_daphnie_

Daphnie Pierre

cfar_team_consultant_tomasik_jennifer

Jennifer Tomasik

cfar_team_consultant_dornfeld_barry

Barry Dornfeld

cfar_team_consultant_helzner_megan

Megan Helzner

cfar_team_consultant_white_caleb_e

Erin Konkle

cfar_team_consultant_miller-paul_sara
Victoria Nessen
Jason Pradarelli

Jason Pradarelli

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Paul Walters

cfar_team_consultant_drozdow_nancy

Nancy Drozdow

cfar_team_consultant_hirschhorn_larry

Larry Hirschhorn

Megan Laufman

Megan Laufman

cfar_team_consultant_oconnor_malachi

Malachi O'Connor

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Iman Qazi
cfar_team_consultant_white_caleb_e

Caleb E. White