IMC C2M Connections

Chair Talk

Without equivocation, I can tell you that the 2013 GROW! conference was, as one attendee wrote in the evaluation sheet, the "Best conference ever.” The atmosphere reminded me of my very first IMC conference in Reno over a decade ago, where I experienced the value of belonging to this very special community.

In my blog last week, I briefly recapped the highlights of our conference – it’s impossible to completely describe – you just had to be there! If you missed the conference, you can read more about our award winners in the Member News section of this newsletter.
I want to publicly thank our conference co-chairs, Gayle Carson, CSP, CMC® and Mark Snow for their hard work as well as our Executive Director, Gail McCauley, who is the glue that holds our organization together.

Let me focus on what’s really important to our organization – you, our members. We are a membership organization and a certifying body – and for the first six months of my term, I’ve been focusing on the value of belonging. We held our annual Leadership Summit immediately following GROW! – this is the place where chapter leaders and our National Board meet as peers and work together to build a better, stronger organization. It’s the place where members learn leadership skills and we create relationships of trust between chapter leaders and national officers folks.

We had a terrific working session to help our organization adapt to new ways of interacting with the marketplace of consultants and clients, attract the next generation of consultants, AND lead by one of the most dynamic experts in membership organizations that I have ever heard, Kordell Norton who conducted the CLS wrap-up session; Planning IMC’s Growth Path. Thank you Kordell, as well as Board Member Kathie Nelson, CMC® who led our workshop on raising our relevance in the marketplace and Geoff Guilfoy, CMC®, Chair of the Chapter Presidents’ Council (CPC) assisted by Terry Flanagan (President, IMC Chicagoland) and Ray Suarez, CMC® (President, IMC National Capital Region) who planned the Leadership Summit.

On that theme of leadership, I’d like to announce the appointment of two members to serve as the Chairs of two National Committees: Academic Initiatives and Membership.

Please welcome Jon Seidel, CMC©, IMC NorCal, to the Chair of the Academic Initiatives Committee. This committee is responsible for creating and sustaining our relationships with Universities. Our current initiatives include our Certificate in Management Consulting for Executive MBA students and encouraging graduate students to join IMC by connecting our chapters to university-sponsored student groups. During 2013, Willamette University, Salem, OR presented our Certificate program in the spring and fall and the University of Colorado, Boulder, Marietta School of Engineering, presented our Certificate program in the fall in a mixed virtual/live format. Jon’s committee will be responsible for identifying, engaging, and supporting universities, providing instructors as needed for new programs and managing the curriculum materials.

Please welcome Zlatica Kraljevic, CMC©, IMC NCR, to the Chair of the Membership Committee. This committee is responsible for providing value to our members, managing our membership recruitment and renewal and providing leadership for our Chapter Membership Chairs. One of the most visible initiatives from the Membership Committee is C2M Live! – our virtual community event where we learn new skills and meet our colleagues. Zlatica and her committee members will become familiar voices as they facilitate these sessions going forward. She will also be responsible for the member news section of our monthly newsletter, C2M Connections, to recognize what’s happening in the Institute, our chapters and our member accomplishments. If you have member news, please send it to

Our Board of Directors always meets immediately prior to our annual conference; this year we made some changes to our Trustees who represent IMC USA at the International Council of Management Consulting Institutes (ICMCI). We recognized Clint Burdett, CMC®, FIMC, as he completed his service as Lead Trustee and approved a successor, Oliver Matar, CMC®, who has been serving as a Trustee for the last nine months. We also appointed Lisa Koss, CMC®, as a new Trustee.

At this point, it should be clear that we value our members and we want to provide opportunities for our members to shape this organization. Our nominating committee, chaired by Immediate Past Chair, David Norman, CMC®, has been actively recruiting members to serve on our national committees. We are currently seeking committee members for Academic Initiatives and Professional Learning. If you have an interest or just want to learn more, please contact David at
In case you missed my blog, - our next face-to-face conference for members is in Spring, 2015.

WHY spring 2015? Our members and sponsors have told us that Fall is a very busy time, and it competes with our Fall Membership Drive and Membership Renewal efforts. It’s too late to plan an event for spring, 2014, but we do expect to have a chapter leadership event in 2014- so stay tuned for more information.

If you attended GROW!, I hope that you will take a moment to email your reflections and suggestions to me (

If you did not attend GROW! – make a resolution to attend our next conference – you won’t regret it!


Loraine Huchler, P.E., CMC©
Chair & CEO, IMC USA

P.S. Not a member? Let us show you the value of belonging. Register here for our virtual community event, C2M Live! – Listen, Talk, Learn, Dialogue – free for everyone this month - and learn some valuable tips that you can apply right away – participate "live” on Wednesday, November 13 at 12 pm ET / 9 am PT or Friday, November 15 at 3 pm ET / 12 pm PT or get the podcast after the event!
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Industry News
"PricewaterhouseCoopers to Buy Booz & Co."
"Global Market for Energy and Resources Consulting Rises to $12.39bn"
"Confronting Ethical Dilemmas at Work: Why Do Good People Do Bad Things?"
"Being Unemployed Is Better Than Working for a Bad Company, Survey Finds"
"Scandals Put Ethics on Agenda for Global Business"
"Socrates as Management Consultant? Why Executives Are Embracing Philosophy"
"Is It Wrong for Shareholder Value to Rule Business Thinking?"
"Building Detailed Project Requirements Not Optional"
"Consulting Firm Eats $20,000-a-Day Losses to Keep Employees on the Job"
"Delivering an Improved Portfolio With a Value-Based Management Approach"
"Consultants Should All Get Real Jobs"
"Management Consultant Among Hot Careers for College Graduates"

IMC News
Conference Co-Chairs Dr. Gayle Carson CMC®, CSP and Mark Snow report on GROW!
IMC USA proudly announces the election of the three members as Fellows of the Institute of Management Consultants USA
Manola Robison receives Chair Leadership Award
Clint Burdett CMC® FIMC Named QAC Chair for ICMCI
Wayne Outlaw CMC®/CSP Named Certification Chair for IMC
Norman Eckstein CMC, FIMC receives Distinguished Service Award
D. Kevin Berchelmann CMC receives Distinguished Service Award
Raymond W. Suarez CMC receives Chapter Presidents Council Leadership Award

Industry News

PricewaterhouseCoopers to Buy Booz & Co.

On Oct. 30, PricewaterhouseCoopers announced that it will buy management consulting firm Booz & Co. in what is likely to be one of the largest such deals involving the Big Four accounting firms in nearly a decade. The terms of the deal have not been disclosed and the transaction requires the approval of the PwC board and antitrust regulators before it can move forward. Tom Rodenhauser, managing director of Kennedy Consulting Research & Advisory, says that the final price of the deal is likely to be somewhat under $1 billion, Booz's approximate total revenue in 2012. Consulting has become an increasingly large part of PwC's business in recent years, with the firm's advisory revenue rising 7.6 percent in the most recent year, compared to an increase of just 1.4 percent in its core auditing business. Booz will help augment this growth with a greater focus on strategy consulting, where PwC's existing consulting business is more focused on implementation. The deal will create conflicts of interest as the two firms share several clients, including Quest Diagnostics. Rodenhauser says it is likely that Booz will be the one to end their relationship with the client in such situations. Booz had been seeking a buyer for much of the year, with Accenture PLC and A.T. Kearney Inc. previously reported as possible suitors.

From "PricewaterhouseCoopers to Buy Booz & Co."
Wall Street Journal (10/30/13) Rapoport, Michael; Steinberg, Julie; Lublin, Joann S.

Global Market for Energy and Resources Consulting Rises to $12.39bn

A new report from Source Information Services estimates that demand for management consulting services in the global energy and resources market will grow by 10 percent through 2014 to $12.39 billion. Global demand for consulting in the energy sector lagged overall demand for consulting in 2011-2012, with only 3 percent growth compared to 7 percent for the industry at large. However, more than 50 percent of clients told Source they expect to grow their management consulting spend, with half of those reporting that growth would be in the double digits. Growth is expected to be especially strong in the U.S. energy sector, where the energy supply is growing rapidly and prices are falling. U.S. utilities in particular reported interest in help revamping business and pricing structures to take advantage of lower energy prices. According to the report, demand is highest in the energy sector for services in technology, operational improvement, and program management. Many clients said lower and more-transparent pricing would increase their spending on consulting services. "Clients expect a consulting firm to not only help them to develop a strategy or plan, but stick around to advise on the implementation, and be accountable for success," says B.J. Richards, senior analyst at Source, adding, "Those firms that can do both well, will find many grateful clients.

From "Global Market for Energy and Resources Consulting Rises to $12.39bn"
Source for Consulting (10/30/13)

Confronting Ethical Dilemmas at Work: Why Do Good People Do Bad Things?

Loyola University Chicago professor John R. Boatright says that employees should understand that ethical dilemmas, "inevitably test your personal values, moral beliefs, and commitment to doing the right thing." Boatright says most people subscribe to a flawed model of unethical behavior based on the belief that only "bad" people do "bad" things, when in fact wrongdoing is often perpetrated by people perceived as upstanding employees, managers, and leaders. One reason this happens is that the wrongdoer fails to see an ethical dimension to the problem they are confronting, leaving them incapable of ethical analysis. Boatright says the objective of ethics training is to improve how sensitive people are to ethical issues and to give them the tools they need to effectively address ethical dilemmas. It is important to understand that ethical scandals usually involve multiple people making unethical decisions at various stages, creating a diffusion of culpability that complicates the assignment of accountability to any specific individual. Boatright says a culture of integrity cannot function without a well-communicated code of ethics that clearly articulates how employees should act, how goals are to be reached, and what kinds of behavior are intolerable. Another key element is an incentive system that supports and is aligned with the organization's values and vision, buttressed by effective internal controls.

From "Confronting Ethical Dilemmas at Work: Why Do Good People Do Bad Things?"
CFA Institute (10/21/13) Boatright, John R.

Being Unemployed Is Better Than Working for a Bad Company, Survey Finds

A yearly survey conducted by Corporate Responsibility Magazine and Allegis Group Services suggests that most workers are resistant to the idea of working for a company with a bad ethical reputation. Sixty-nine percent of the people interviewed for the survey said that if they were unemployed, they would rather remain jobless than work for a company with a bad reputation. Sixty-two percent said they would be willing to leave their current job for a position at a company with a bad reputation, but only if offered a substantial increase in pay: the majority of those that said they would switch jobs said it would take a 50 to 100 percent pay increase. In comparison, 84 percent of people said they would be willing to leave their current position for one at a company with a good reputation, with most saying they would only need a 1 to 10 percent pay bump as incentive. "The results of this year’s survey demonstrate the importance of a positive corporate reputation in recruiting and retaining talent. Our year-over-year analysis shows that this sentiment remains strong among employees and potential new hires in 2013," said Elliot Clark, CEO of Corporate Responsibility Magazine.

From "Being Unemployed Is Better Than Working for a Bad Company, Survey Finds"
Business Administration Information (10/16/2013) Hooks, Julian

Scandals Put Ethics on Agenda for Global Business

Consumers are seeking higher ethical standards from businesses, says Daniel Marten, managing director of Bright Ethics, which offers ethical accreditation to public and private sector organizations. Bright Ethics recently polled 1,000 people from various social backgrounds about their views on business ethics, finding that they cite the environment, human resources, supply chains, and taxation as the areas where ethical behavior is most important. For instance, global firms like Starbucks, Amazon, and Google have faced criticism for a variety of tax scandals, while the presence of horse meat in processed beef products sold by several UK supermarkets put the focus on the food industry’s supply chain. Western retailers are also under pressure to make efforts to improve safety standards at the factories that supply their wares following several disasters at factories in countries like Bangladesh. Marten observes that people are increasingly organizing to boycott merchants and companies that are seen as treating their staff and suppliers poorly, and that this appears to have an effect on profitability. He says that the competitive advantages enjoyed by ethical companies include employees who have a higher level of self-motivation and increased staff performance.

From "Scandals Put Ethics on Agenda for Global Business"
Yorkshire Post (UK) (10/22/13) Uzel, Suzan

Socrates as Management Consultant? Why Executives Are Embracing Philosophy

In the wake of the financial crisis, some executives and consultants are turning to philosophy to help them rethink what it means to lead. Bernard Schumacher, who teaches a "philosophical retreat for executive staff" at the University of Fribourg in Switzerland, says that he uses philosophy to help executives question their concepts of work, capital, authority, and ethics. "[Philosophy] helps us see things from a distance and enables us to reclaim the principles that govern our choices and our actions, instead of letting the rest of the world force it on us," says Schumacher. Studies of the Fribourg program find that attendees became more introspective and self-questioning, making them more responsive to constructive criticism and open to the input of others. Paris-based consultant Eugénie Vegleris says that she uses the work of thinkers like Aristotle, Kant, Hannah Arend, and Edgar Morin to help her clients rethink terms like leadership and concepts like authority and respect. A Swiss group called Socrates visits several companies every year to conduct "interventions" where contemporary philosophy is brought to bear on various issues. Gabriel Dorthe, one of Socrates' founders, says philosophy helps companies tackle issues in ways that are "creative, relevant, and rich."

From "Socrates as Management Consultant? Why Executives Are Embracing Philosophy"
Worldcrunch (10/20/13) Conti, Julie

Is It Wrong for Shareholder Value to Rule Business Thinking?

Professor Eric W. Orts of the University of Pennsylvania's Wharton School of Business says the maxim that shareholder value is the most important measurement of business success, can hurt a business' long-term prospects. According to Orts, such a business ethos, combined with incentives like executive compensation packages driven by stock options, creates incentives for corporate fraud and other unethical behavior. "What happens sometimes is that when you are using short-term options or other mechanisms to pay managers only in terms of their share-price performance, you create perverse incentives for them to commit fraud." Orts says that models valuing the shareholder above other stakeholders also wrongly presume that shareholders are a company's primary source of capital. Modern enterprises are largely financed through retained earnings and by taking out loans and issuing bonds, meaning that stakeholders like employees, creditors, and bondholders deserve as much deference as shareholders. Orts also notes that many people may be under the mistaken impression that executives have a fiduciary duty to shareholders, whereas current U.S. business law allows executives a great deal of discretion. Orts points to newer companies like Google and Amazon as proving that companies with a long-term vision can be just as successful, if not more so, than those constantly focused on the next quarter's earnings.

From "Is It Wrong for Shareholder Value to Rule Business Thinking?"
Knowledge@Wharton (10/30/13)

Building Detailed Project Requirements Not Optional

Kristine Slaboszweski, senior business analyst with technology consultancy Rightpoint, says that it is essential to obtain project requirements, understand them, and then reconfirm them with stakeholders. Business stakeholders tend to talk to many people, and as ideas evolve, they tend to say different things to different people. However, project requirements need to be very specific and detailed items, and a slightly different word or phrase can drastically alter their meaning. Thus, it is important for consulting projects to have a dedicated team member such as a business analyst, whose role it is to actively manage requirements. Good business analysts are skilled at asking the same question in different ways to ensure that the subject matter expert has answered definitively. One example is writing down a user request and asking the user to review it for accuracy and to pinpoint ambiguity or inadequately defined requirements. A good business analyst will also be able to express requirements in ways that can be easily understood by both the user and the technical team, realizing that both groups value different information and respond better to different presentation methods.

From "Building Detailed Project Requirements Not Optional"
Consulting Magazine (10/13) Vol. 15, No. 10, P. 20 Slaboszewski, Kristine

Consulting Firm Eats $20,000-a-Day Losses to Keep Employees on the Job

When the federal government shutdown for two weeks last month, 30 of McLean, Va.-based Integrity Management Consulting Inc.'s employees found themselves furloughed along with their federal clients. Rather than let more than a third of their billable workforce languish while Congress bickered, Integrity's management decided to give these workers the opportunity to shift to other projects and keep working at full pay. Some employees went to work at other projects that were still running during the shutdown, while others drafted proposals, searched for new contract opportunities, studied for certification tests, or developed intellectual capital. All told, keeping its employees on the job cost Integrity $20,000 a day out of pocket and ate up a significant amount of management's time as they sought out work for the furloughed workers. However, Mary Beth Romani, the company's chief strategy officer, says it made more sense to spend the money and resources than to let their employees' time and energy go to waste. "We're trying to look at this strategically. We're fast growing, and we're always looking multiple years in advance. There's a lot of work we could be doing but don't get to," said Romani.

From "Consulting Firm Eats $20,000-a-Day Losses to Keep Employees on the Job"
Washington Business Journal (10/11/13) Aitoro, Jill R.

Delivering an Improved Portfolio With a Value-Based Management Approach

Consultant Babar Khan advocates the use of a value based management (VBM) process in managing project and asset portfolios. Khan notes that portfolio decisions, such as which projects to pursue or what assets to invest in, tend to be driven by very subjective valuations that can lead to situations where late-stage development projects are favored over projects in the early research stage regardless of each project's actual merit. VBM, says Khan, is a more disciplined approach to portfolio management, one that connects core factors to project value in a more analytical manner. Key to VBM is the value map, which visualizes the connections between factors like project progression, cost, probability of success, market profiles, and so forth. "With clients, these tools had positive implications for project decision making," says Khan, noting that this approach helps to put teams composed of people with varying skills and experience in the same mindset, which allows for the delivery of optimal results. Khan notes that the VBM strategy can allow clients to save millions in potential regulatory snags, lower portfolio process overhead, remove redundant processes, expedite decision making, prevent the loss of high value opportunities, enhance the value of productivity, speed up analysis, and lessen the anxiety and frustration of project selection.

From "Delivering an Improved Portfolio With a Value-Based Management Approach"
Consulting Magazine (10/13) Khan, Babar

Consultants Should All Get Real Jobs

Writer and author Scott Berkun says that consultants and business advisers should make the time to take a job working with the people and organizations they advise. A veteran of Microsoft, Berkun spent a decade writing books and giving talks about leadership and innovation before returning to the industry in 2010 to spend two years as a team leader at Berkun says he had three goals when he made this decision: to learn how the everyday work world had changed, to test his abilities in this new business environment, and to see how well he practiced his own advice. The experience forced Berkun to reevaluate his thoughts on management, leadership, innovation, and other issues, and exposed him to new business strategies. Berkun notes that while consulting is a challenging and difficult profession in its own right, its day-to-day challenges and pressures are different from those experienced by clients, and it is a useful experience to be reminded of those differences. This experience is especially important in the modern day, Berkun says, pointing out that business and business practices are changing fast.

From "Consultants Should All Get Real Jobs"
Harvard Business Review (10/08/13) Berkun, Scott

Management Consultant Among Hot Careers for College Graduates

Management consultant was among 10 "hot careers" for new and mid-career college graduates listed in a new report from the University of California at San Diego Extension. The report was written by Henry DeVries and Josh Shapiro — UC San Diego Extension's assistant dean for external affairs and director of research and evaluation, respectively — and research economist Sundari Baru. Management consultant (management analyst in the report), is listed at number eight. The authors note that while a bachelors degree is the standard entry level requirement for a management consultant position, they suggest seeking a Certified Management Consultant designation. Other professions listed in the report include computer system analyst, software developer, and network and computer systems administrator.

From "Management Consultant Among Hot Careers for College Graduates"
Washington Post (10/21/13) Strauss, Valerie

IMC News

Conference Co-Chairs Dr. Gayle Carson CMC®, CSP and Mark Snow report on GROW!

Grow was a wonderful success as evidenced by the reaction of the attendees and the evaluations we received. Conference Co-Chairs Dr. Gayle Carson CMC®, CSP and Mark Snow

The Mirage as the venue was the perfect spot - centrally located, responded to our every need, and a space that was perfect for us.

The speakers were well received and often quoted by attendees in other sessions and for the first time we did a wrap up of the "Magical Moments" at the end. Many people attended the session and gave their interpretation of what was said and how they were going to put it into action. The breakout sessions were as impacting as the keynotes which were outstanding.

The entertainment was exceptional and the awards were appreciated and the new FIMC's were surprised.

The exhibitors all had a chance to present a synopsis of their offerings at the breakfast sessions and were well visited by the attendees.

We even signed up 3 new members and had people attending from 3 different countries.

In all, it was a great event with attendees who were very engaged, speakers who went the extra mile, exhibitors who did their very best to cater to our needs, a meeting planner who took care of incredible details, and our executive director who coordinated it all.
IMC USA proudly announces the election of the three members as Fellows of the Institute of Management Consultants USA

Our Fellow award recognizes CMC’s who have made significant contributions to IMC over an extended period of time, who have demonstrated exceptional service to IMC, and have a consulting career that demonstrates the goals, values, ethics and aspirations of the Institute. This is an elite group of less than 60 consultants. We recognized three members this year.

Clint Burdett, CMC©, FIMC (IMC SD). Clint earned his CMC in 2002. Clint is an experienced strategic planning facilitator who guides management through a team planning process for integrated strategic, operational and implementation plans. He teaches the strategy formulation process and is a strategic planning consultant, a coach and trusted advisor on strategy, leadership and communication issues for CEOs and their senior Vice Presidents.

Clint’s service to the profession has been exemplary: he was instrumental in forming and sustaining the San Diego chapter and providing an incredible amount of support for our certification process. He served as an ICMCI Trustee for several years and served as the Lead Trustee during the last year. He was awarded the first community service award from IMC for his efforts during the devastating fires in San Diego. ICMCI recently appointed Clint as the Chair of the Quality Assurance Committee (QAC) that provides oversight to ensure the consistency and rigor of the certification process in Institutes around the world.

Lee Czarapata, CMC©, FIMC (At-Large). Lee earned his CMC in 1987. Lee advises organizations about instituting or changing their business-vehicle program and assists in implementation. During his long career at Runzheimer, Lee has managed all aspects of service delivery for the business-vehicle services business for approximately 1,400 clients across North America. Lee offers his expertise to clients on topics such as vehicle reimbursement policies and standards, related IRS tax regulations, and reimbursement and program management services.

Lee has served on the National Board of Directors for the past six (6) years as well as a previous three-year term. He currently serves as the chair of the Governance Committee and a member of the Nominating Committee. In 2010 he served as a member of the Bylaws Taskforce member. In the former Wisconsin chapter, Lee served in several offices, including president. He has also been a member of the planning committee for several national conferences.

Lee has contributed his time to numerous charitable events: Runzheimer-sponsored fundraising events such as Make-A-Wish and the Runzheimer Foundation committee that serves charitable, youth and educational groups throughout Southeastern Wisconsin.

James O. Rogers, CMC©, FIMC (IMC GA). Jim earned his CMC in 1996. His practice specializes in diversity management. He has built his reputation in the industry on consistent integrity and clear focus. James has become the leading advocate for using the principles of diversity management as a strategy to improve overall performance. He is a Certified Leadership Coach (CLC) and has numerous publications about leadership, management, and diversity.

He has authored the groundbreaking book, Managing Differently: Getting 100% from 100% of your people, 100% of the time. He is in demand as a guest lecturer and speaker at a number of university MBA and executive education programs.

Jim’s service to IMC includes his current service on his chapter’s Board of Directors. He served as member of the board of directors for IMC USA for two terms, on the Recognition and Awards Committee for 3 years and on the national nominating committee. He also conducted a Strategic Planning session for the IMC USA BOD in 2010.

Jim has volunteered to numerous community organizations and provided consulting services to numerous church groups.
Manola Robison receives Chair Leadership Award

The Chair Award recognizes a singular leadership contribution by a member.

Manola Robison, CMC© (IMC GA) earned this award for her vision and innovation in creating the University Initiatives.
Clint Burdett CMC® FIMC Named QAC Chair for ICMCI

The International Council of Management Consulting Institutes (ICMCI) has appointed Clint Burdett to Chair the Quality Assurance Committee (QAC). Mr. Burdett served as Chair of the IMC USA CMC Certification Committee from 2010 through 2013, and on the Certification Committee from 2007 through 2009, in addition to numerous other leadership roles throughout IMC.

The ICMCI QAC conducts Institute of Management Consultants (IMC) assessments for a nation to join ICMCI and thereafter, every three years the triennial assessment. These assessments confirm CMCs awarded by the Institutes are equivalent worldwide and that the Institutes management the CMC examination process following ICMCI process standards. In coming years, QAC will arrange for Institute audits for conformity to ISO/IEC 17024. In October 2013, ICMCI updated the CMC standard to conform to ISO documentation norms.

Clint is an experienced strategic planning facilitator who guides management through team planning processes for integrated strategic, operational and implementation plans. He teaches the strategy formulation process and is a strategic planning consultant, a coach and trusted advisor regarding strategy, leadership and communication issues for CEOs and their senior Vice Presidents. Clint helps strategic planning teams become more innovative and focused, especially as it pertains to customer and market opportunities. His analytical specialties include strategic planning, customer and industry analysis, business model financial analysis, and business design.

IMC USA thanks Mr. Burdett for his many years of service to IMC and congratulations him on his appointment as Chair of QAC for ICMCI.

Wayne Outlaw CMC®/CSP Named Certification Chair for IMC

IMC USA has selected Wayne Outlaw to serve as Certification Chair of the organization. Mr. Outlaw served on the Certification Committee from 2009 through 2013 prior to accepting the Chair assignment for that committee. Wayne has a long history of servant leadership including the creation of the Christ of Church Outreach for Under and Unemployed Persons.

The CMC® Certification Chair has overall responsibility for all certification procedures, including uniform operation and proper documentation in the CMC® Certification Committee. This committee is the ISO/IEC 17024:2003 scheme committee for the Certified Management Consultant™. IMC USA Committees provide member services and promote achievement of the MC USA mission. Committee membership is open to all Members, and is encouraged as a way to contribute to the Institute and the consultant profession, as well as to develop skills and grow your professional networks.

Wayne was one of the first fifteen individuals to be certified both as a Management Consultant (CMC®) by the Institute of Management Consultants USA and as a Speaking Professional (CSP) by the National Speakers Association. The Wall Street Journal has acknowledged him as a "staffing expert”. Wayne is quoted in such publications as Fast Company, Nations Business, Newsweek, Entrepreneur, and Investor’s Business Daily. In addition to his contributions to these periodicals, he has written several books including SMART STAFFING: How to Hire, Reward, and Keep Top Employees for Your Growing Company. This book is now used as a college text for HR Professionals.

IMC USA thanks Mr. Outlaw for his years of service to IMC and congratulations him on his selection as Certification Chair for IMC USA.
Norman Eckstein CMC, FIMC receives Distinguished Service Award

Fellow members said of Norman "Norm Eckstein is a reason there is still a chapter in Chicago." Norm served as the National Chair of IMC from 2002-2004 and is known for his willingness to contribute time, guidance, and support to the profession. Norm also served as chair of Confab for 3 out of the 5 years he served on the committee driven by his passion to help others 'sharpen the saw'. Recipient of the CMC designation in 1982, Norman went on to be awarded the Fellow (FIMC) in 2004 for his ongoing contribution and demonstration of the values, ethics, and aspirations of the Institute. Chicagoland Chapter President, Terry Flanagan sponsored Norman's application.
D. Kevin Berchelmann CMC receives Distinguished Service Award

Houston peers say "Kevin kept the Houston Chapter together, almost single-handedly, during our tough times." His commitment to leadership serving on the local chapter board in multiple roles and participation in multiple national leadership summits illustrate his continued commitment to the profession and the IMC. Kevin maintained the role as editor of the IMC's "The Connector" from 2010-2012 raising the bar in content and design as was befitting a national organization.
Raymond W. Suarez CMC receives Chapter Presidents Council Leadership Award

Ray Suarez, CMC and chapter president of the National Capital Region chapter received the Chapter Presidents Council Leadership Award for his outstanding service and leadership. The Chapter Presidents Council Leadership award is given based on nominations from peer chapter presidents. Several chapter presidents were quick to submit nominations to recognize Ray’s outstanding leadership.
National Capital Region receives Outstanding Chapter Award

The National Capital Region received the outstanding chapter award. The National Capital Region chapter continues to innovate and grow and is one of IMC’s most successful chapters. The chapter also sent the highest number of participants to the GROW! conference

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November 2013

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