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

[Sheila Leigland]

hi, I do use a dog just not a gdb dog. I went to another school because 
I was turned down. Gdb would have been my first choice at the time.
On 6/6/2013 11:01 AM, Michael Hingson wrote:
> Thanks.  Even though you don't have a guide dog I would appreciate you and
> others signing the online petition.  GDB has made some decisions which
> reflect badly on its positive attitudes of blind people.  Already today I
> have seen several letters from people telling me that because of what has
> been occurring at GDB they and others will not be getting guides from there.
> On the petition page comment 125 is from a former prominent GDB board of
> directors member who resigned last year because of actions and attitudes of
> the current CEO.
>
> What is happening at GDB affects us all.
>
> Thanks for the nice comment on "Thunder Dog".  We are getting close to
> having a children's version and we have begun working on another book.  Too
> early to comment on the second book yet, but we are excited.
>
> Take care.
>
>
> Best,
>
>
> Michael Hingson
>
> -----Original Message-----
> From: nagdu [mailto:nagdu-bounces at nfbnet.org] On Behalf Of Sheila Leigland
> Sent: Wednesday, June 05, 2013 10:26 PM
> To: NAGDU Mailing List, the National Association of Guide Dog Users
> Subject: Re: [nagdu] FW: letter to the board of directors of Guide Dogs for
> the Blind
>
> 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.m
>> t&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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