[nagdu] FW: letter to the board of directors of Guide Dogs for the Blind

[Sheila Leigland]

hi, I don't have a guide from gdb but was familiar with them while 
growing up In
california during the sixties and seventies.
wWe lived next door to a blind couple with dogs from gdb and my Dad 
always hoped that someday I would get a dog from them. The letter is 
well written and I understand your concerns. I hope their issues will be 
resolved in a favorable manner for all involved.
By the way, I loved reading thunderdog.
On 6/5/2013 10:05 PM, Michael Hingson wrote:
> All,
>
> The following is a letter I just sent to the board of directors of Guide
> Dogs for the Blind, Inc.  Although it may appear that the content of this
> letter is guide dog specific I believe you all should be aware of this issue
> as it reflects on how agencies which should do better are in fact treating
> blind people and their own staffs.
>
> There are now significant problems within the Guide Dogs for the Blind
> organization which stem from bad leadership by a relatively new CEO.  The
> problems in part are due to a poor attitude about blindness and partly they
> stem from his lack of competence in managing well a nonprofit organization,
> at least as far as I am concerned.  Actually, hundreds of consumers have
> already sent letters concerning this issue to the board and many others have
> signed a petition concerning this.  The petition is located at
> http://petitions.moveon.org/sign/tell-the-board-its-time?source=c.em.mt&r_by
> =7790633.
>
> I am widely disseminating my letter because many of  you may be asked about
> this issue, especially around the convention.  Also, as many of you know I
> happen to be a quite visible guide dog user due to my experience on 9-11.
> The fact is that what is happening at GDB should not be permitted nor
> ignored.  You may wish to sign the petition and I ask you to consider so
> doing.
>
> There are issues I did not discuss within the letter in order to protect
> staff at all levels within the organization.  However, suffice it to say
> that the amount of outrage and pushback by consumers and other stakeholders
> toward the leadership of Guide Dogs for the Blind is unprecedented.
>
> Again, I send this for your information.  Should you feel it necessary to
> contact me please feel free to do so at info at michaelhingson.com.  Thanks for
> reading.
>
>
> Best,
>
>
> Michael Hingson
>
> -----Original Message-----
> From: Michael Hingson [mailto:Mike at michaelhingson.com]
> Sent: Wednesday, June 05, 2013 08:47 PM
> To: bburke at guidedogs.com; gkerscher at guidedogs.com; sodell at guidedogs.com;
> ruthann.dodson24 at gmail.com; jboyd at guidedogs.com; mwatkins at guidedogs.com;
> sbutton at guidedogs.com; dgershen at guidedogs.com; jharris at guidedogs.com;
> amathieson at guidedogs.com; smansfield at guidedogs.com; jackscott at guidedogs.com
> Cc: mike at michaelhingson.com
> Subject: letter to the board of directors of Guide Dogs for the Blind
>
> Dear Members of The Board of Directors, Guide Dogs for the Blind,
>
> For some time I have been monitoring the changes at our school and the
> stakeholders' reactions to them.  I am writing to express my feelings.
> Before proceeding let me introduce myself to those of you I have not met.
> My name is Michael Hingson.  I received my first guide dog from GDB in June,
> 1964.  For the past forty-nine years I have used guides only from GDB.  I
> grew up with the school, its staff, and its advancements in guide dog and
> student training.  While a college student I assisted Guide Dogs' staff in
> preparing testimony concerning pending legislation to change current guide
> dog laws in California.
>
> I am a firm believer in the value a guide dog brings to blind persons who
> can effectively learn to use it, and I know firsthand the value and strength
> of the human-animal bond.  You see my fifth guide, Roselle, and I worked in
> the World Trade Center and escaped from the attacks on 9-11, 2001.  Because
> of a story GDB put out concerning our escape Roselle and I became quite
> visible throughout the world.
>
> After 9-11 I came to work at GDB where I stayed for six and a half years.
> During that time I worked to keep Guide Dogs for the Blind visible to donors
> and prospective donors, possible students, and others.  I successfully raise
> hundreds of thousands of dollars for the school and I met with countless
> donors and spoke to tens of thousands of interested persons about the
> organization.
>
> In June, 2008, after a change in the leadership at GDB I left the
> organization to continue a developing speaking career.  I now travel the
> world talking about issues like strengthening the Human-Animal Bond.  In
> 2011 Roselle's and my story was published in a book called "Thunder Dog, the
> story of a blind man, his guide dog, and the triumph of trust" which became
> an instant New York Times Bestseller and which has now been published in 12
> languages.  Today I continue to travel, consult, and speak worldwide.
>
> I tell you all this to say that I understand change and know the challenges
> change and new ideas bring to any organization.  Specifically I have seen
> much change during my 49 years associated with Guide Dogs.  I have seen the
> school lead by several different CEOs each with their own leadership style
> and priorities.  I also have seen the concern each time a new leader came
> along and took the school in a different direction.  I never have found it
> necessary to speak out concerning a CEO until now.  Below are my thoughts.
>
> When Bob Phillips took the reins in 2001 he brought something new to the
> school when, for the first time, the CEO had a daughter who was a graduate
> of GDB.  Bob's empathy permeated throughout his leadership as he worked to
> bring more of a marketing effort to the school.  During his term Bob helped
> the school grow to be the largest guide dog school in the United States.
> While some were concerned that he was bringing too much of a "business
> approach to the school", what he did was to improve the efficiency of the
> organization, and he helped enhance the reputation of GDB within the guide
> dog community, the service animal world.  He supported actions which
> improved the reputation of Guide Dogs within the ranks of blindness consumer
> organizations.  I participated in efforts Bob promoted to integrate GDB more
> into the local and Marin business community.  In short, during 2001 to 2007
> Guide Dogs for the Blind began to move out of a role as a large nonprofit,
> but relatively isolated from the world around it to a responsible community
> family member which was growing in stature and standing within the world
> community.
>
> After Bob Phillips left the organization a new CEO was hired.  We need not
> go into her contributions except to say that for the most part Nancy
> Gardner's leadership proved destructive to many of the initiatives begun by
> Bob Phillips and his predecessors.
>
> When Paul Lopez began his term as CEO there was much optimism for continued
> growth among many stakeholders.  Some of us had concerns that he did not
> have a good grounding in a positive philosophy about blindness, but everyone
> took a wait and see approach.  Rather than growth Paul has demonstrated that
> his approach is not well suited to a nonprofit philanthropic organization
> such as Guide Dogs for the Blind.  I know you have heard from many
> concerning the issues stakeholders have with Paul's leadership and I do not
> want to go over ground you already have encountered.  However, I believe my
> perspective is somewhat unique since I have a 49-year history as a student,
> and a six and a half year back ground as a GDB mid level management and
> leadership staff member.  Also, I have served in management positions within
> various companies including serving as a company president, vice president,
> and I have served as a senior level manager in more than one sales
> organization.  I know first-hand good leadership as well as poor and
> disconnected leadership.  Paul Lopez is not demonstrating good leadership
> for the benefit of Guide Dogs for the Blind.  Let me illustrate.
>
> 1.	 Consumer Relations.  To date Paul Lopez has not made an appearance
> at any of the blindness consumer organization National meetings, and it is
> my understanding that he has not even attended any of the California
> affiliate meetings.  I know he has received such invitations in the past
> because I delivered one to him personally last year long before the time of
> the National convention season.  I also know he has received written
> invitations this year, but has not accepted them.  The National organization
> conventions are the best places for any new leader to learn about the issues
> blind people find important.  Also, they are the best platforms for any new
> blindness related program director to market their organization and to
> promote discussion.  The fact that Paul has not attended National
> conventions among blind people is noticed by blind people throughout the
> country and red flags have gone up especially since his lack of action is
> directly opposite to what Bob Phillips did to promote relations during the
> early 2000s.  Given the lack of visibility by the school and its newest CEO,
> and given the bad press within the consumer world I believe any positive
> momentum concerning consumer interest is gone.  Furthermore I believe Paul
> Lopez's lack of visibility concerning consumer organizations is a bad
> reflection on his value of input and cooperation with blind people.
>
> On another front I have heard from many students who have attended classes
> over the past year and a half that Paul will not spend time with them, or at
> least he spends very little time with them, especially in the past few
> months.  This is the exact time Paul should be selling his decisions and
> actions to his consumers, but he seems to be having none of that.
> 2.	Budget.  Earlier this year when the announcement of lay-offs took
> place we all heard that the decision to terminate eight employees was in
> part a budgetary one.  The local newspapers also reported the layoffs and
> stated that the reason was related to a need to reduce or adjust the budget.
> This makes little sense especially when the stock market and the GDB
> reserves are growing.  Also, given that ten employees lost their jobs in a
> similar move during the Nancy Gardner administration it is hard to
> understand why an additional eight, mostly long time employees, were
> dismissed.
>
> I like the concept of establishing the new call center which can help
> improve efficiency if handled properly.  It seems to me that any time a call
> goes unanswered for more than one business day any organization which
> permits this is remiss in its obligation toward the consumers it serves.  If
> students' did not get return calls before and if that has changed then well
> and good.  Creating the call center should help improve efficiency.
> However, laying off several long-term key staff people and choosing to
> terminate the head of graduate services given his standing in the world-wide
> guide dog community and the vast amount of knowledge and respect from
> consumers he brings to GDB does not seem efficient or wise.  The community
> at large does not buy the budget and efficiency arguments for laying off
> some of the people who were terminated earlier this year.  I agree with
> them.  It can never be good to lose people of the caliber of those employees
> who were let go and expect any organization to continue to operate as well
> as it did before.  Also, one aspect of decreasing the number of field reps
> while increasing the call return effectiveness is that you may find that
> more people actually need visits from a GDB rep.  While Mr. Lopez has chosen
> to believe it more efficient to send people from GDB you cannot yet know if
> it might have been better to keep the people you lost, but work to keep them
> busier with visits as well as better involving them in GDB's marketing
> effort.  Also, given that some of the employees worked on campus might it
> have been better to reassign or split their duties rather than dismissing
> them outright?  Please do not say it was for budgetary reasons as GDB was
> not and is not in peril of going under.  The "business decision" to let them
> go is a bad one by any basic business staffing morale standard.
>
> Speaking of morale, I have not heard any positive comments about moving
> Barbara Browning away from the switchboard and removing the friendly face
> that greets visitors to the administration building.  The approach taken
> with Barbara again shows a business orientation not suited or appropriate
> for a nonprofit like GDB.
> 	
> 3.	 Trust.  While blind people go to guide dog schools to obtain guides
> and gain the additional mobility assets they feel come with using a guide
> dog, the trust of the senior staff of guide dog schools often is lacking.
> Senior staff have, for example, in the past changed school policies
> concerning dog ownership, reduced consumer representation on boards, reduced
> the influence levels of or eliminated consumer advisory committees, and
> downright ignored issues and input by stakeholders.  Many of us have seen
> new senior staff come with ideas of "making the organization run more like a
> business" and "improving efficiency" while all they do is to alienate
> stakeholders and not grow the organization.  The result is that students go
> to schools because of positive experiences with the staff members who work
> directly with them and they ignore leadership which they view as something
> which doesn't concern them, or they go elsewhere or decide not to use a
> guide dog altogether.  I have seen all three happen regularly.
>
> The unfortunate reality is that "business oriented CEOs" do not understand
> the subtleties of running a nonprofit or philanthropic organization.  Yes,
> nonprofits should operate more in line with business practices than most do
> today.  In fact, some of today's concepts regarding the "good" operation of
> a nonprofit are the very things which keep it from growing as they go
> against what makes any organization grow in our changing world.  However,
> while trying to bring good business practices into the nonprofit arena the
> "corporate way" as it exists today also tends to exclude some of the very
> attitudes, drives, and strengths which make good nonprofits great.  The most
> important of these is Trust.  If a CEO arrives and changes some of the very
> core foundations upon which an organization is built without obtaining
> support from stakeholders then he or she loses the faith of those
> individuals and probably staff as well.  Nonprofits must have emotional
> buy-in and support in ways many corporations today seem not to have and seem
> not to need in order to be successful.  Corporations can buy loyalty while
> today's nonprofits cannot.  Also, with an organization like GDB consumers
> have no permanent stake in the organization since they have many choices of
> guide dog schools.  So, if they become disenchanted or dissatisfied with one
> school they do not suffer a financial hardship when deciding to attend
> another.  Trust and emotional buy-in are all the building blocks a school
> like GDB has to make a consumer relationship work.
>
> In the past five years 18 people have been laid off from GDB.  Right or
> wrong no employee had ever been laid off before.  Before 2008, budgets were
> cut, some staff perks were cut, some positions and departments were
> realigned, and puppy raisers and breeder keepers were asked to shoulder more
> financial obligations to care for their charges, but no employee was simply
> eliminated in order to decrease staff size.  When the first ten people were
> separated there was grumbling and concern, but in general, stakeholders felt
> that the programs would continue and thrive.  However, with the latest staff
> reductions, programs and staff directly connected to consumers were
> dramatically affected.  Well loved, trusted, and effective staff members
> were removed.  Personal access to trusted staff was eliminated.  Consumers
> were asked to trust a decision maker who had not established any kind of
> bond with them as he made changes those very consumers considered part of
> the fabric that made GDB better than ANY OTHER SCHOOL.
>
> Also, it didn't stop with the lay-offs.  Two very senior staff members
> retired at a time many of us find suspicious at best.  Terry Barrett and Don
> Frisk worked at GDB long after they might have retired simply because they
> loved their jobs and because they wanted to continue to make contributions.
> I tell you that you will have a very hard time convincing consumers that the
> timing of these two retirements is a coincidence.  In addition, at least one
> other training supervisor has quit and left the guide dog field completely.
> Right or wrong, again, many of us find this additional departure not to be
> coincidental.
>
> If all the "changes" aren't enough Paul Lopez has further eroded consumer
> confidence in his leadership with what he has done concerning Guide Dogs for
> the Blind's reputation and involvement in the international guide dog
> community by reducing the number of GDB certified assessors for the
> International Federation of Guide Dog Schools from four to one, all in the
> name of saving money.  Previous administrations spent time and effort to
> move GDB into the 21st century including establishing relationships and
> connections which made our school one of the preeminent guide dog
> organizations in the world.  Trainers came to consult with the GDB staff.
> GDB experts helped insure that other schools throughout the world were held
> to high standards of excellence in all aspects of their operations.  GDB
> could do this only because it is so large and staffed so well that it had
> the necessary expertise within its ranks.  Even before the lay-offs three
> assessors working at GDB were told to withdraw from their IFGDS commitments
> which also mean that fewer individuals will attend International Federation
> meetings.
>
> Guide Dogs for the Blind has lost the trust and confidence of much of its
> consumer base.  I said earlier that due to my 9-11 experiences I am a highly
> visible guide dog user.  I am contacted daily by GDB users who tell me they
> will not return to this organization for their next guide.  I have been told
> by people who are in a position to know that staff is demoralized in ways
> never experienced before.  I have spoken with past members of the board who
> tell me that they are angered and outraged at the way the organization is
> being run today.  I am amazed that the board has not done anything visible
> to stem the tide of outrage and anger and that its only public position is
> that people simply do not know the internal issues and budgetary challenges
> which led to the decisions we now discuss.  When I am asked my opinion and
> guidance I do not have positive encouragement I can offer because I have
> come to have the same views as others.  I know I will be asked about the GDB
> issues when I attend the consumer National conventions this summer, and I do
> not have anything I can say with confidence that will alleviate consumer
> fears and concerns.
>
> It is hard for me to write this letter.  I love GDB, but I, like many, have
> no confidence in Paul Lopez and I am concerned that the board of directors
> has not done anything obvious either to show the value of Mr. Lopez's
> decisions or to remove him as CEO.  I call on the Guide Dogs for the Blind
> board of directors to take a vote of no confidence toward Paul Lopez and I
> call on the board to remove him as CEO and begin a search for a truly
> qualified replacement.  Thank you for your time and consideration.
>
> Best,
>
> Michael Hingson
> The Michael Hingson Group, INC.
> "Speaking with Vision"
> Michael Hingson, President
> (415) 827-4084
> info at michaelhingson.com
> To order Michael Hingson's new book, Thunder Dog, and check on Michael
> Hingson's speaking availability for your next event please visit:
> www.michaelhingson.com
> To purchase your own portrait of Roselle painted by the world's foremost
> animal artist, Ron Burns, please visit http://www.ronburns.com/roselle
>
>
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