Professional summary

My experience and education in various disciplines of mental health, education, technology, healthcare, and organizational psychology intersect to facilitate unique and helpful perspectives on various issues facing businesses, schools, and communities. My goal is to continue to explore the seams of these intersections, where innovation flourishes.

Engagement overview

See my website for a complete description of services - workshops, executive coaching, consultation.


• Kaiser Permanente
• Adventist Health
• Sutter Health
• Anderson Merchandising
• Sony
• Johns Hopkins University
• UC Davis
• Sacramento State University


1) Stop calling people "assets;" they are contributors to the value of your organization.
2) People are not "utilized;" they are enabled and coached in their co-creation of value for your organization.

These two changes will work wonders to turn your company around... Read more

There is not a single answer that will address all contributors. That is, different people will respond differently to having their success made "public." And, it depends on what you mean by "public" - just within the group of peers? corporate wide? industry-wide? local newspaper? What constitutes a success?

There is merit in acknowledging a person's contribution, especially if it is extraordi... Read more

Carol's response was upvoted, owing to her perspective on the timing and process of implementing change.

I do question this notion of "results-oriented" company. We've seen that abused since the Industrial Age, and it has only led to stress and distancing from the workplace.

What is needed (everywhere) is a culture that supports continuous learning, aligning talents and skills (strengths, i... Read more

In addition to the wonderful answers that have focused on "performance" (what objectives you've met, which you've not, challenges, etc.), allow me to interject a word about helping your company become a learning organization. In order to do this, I recommend including in your "review":

1. Open discussion about your work style and talents, to help your manager know where you can help the team... Read more

In addition to all of the fine answers, above, I'd also recommend having each employee having a continually-updated learning plan. Doing so will help identify areas that the employee will be seeking assistance in growing, making "asking questions" a routine behavior rather than an exceptional quest when stumbling.

To accomplish this, managers need to help employees identify strength areas in w... Read more

In addition to all of the good logistical answers you'll get here, let me suggest that you take some time with the new hire and help them identify and articulate their strengths - what they hope to bring to the team, what experiences they've had, and where they would like to grow. This is best done in an open forum (not just with the manager, but with the team) and can use standardized instrument... Read more

I'll take a contrarian perspective to the 7 answers already provided. Whether or not it's a 360 instrument, establishing a culture of complete transparency would be refreshing.

I agree that - in terms of working on personal improvement - 1-3 objectives is a reasonable expectation (not trying to change everything at one). And I agree that *only* measuring one set or class of employees could ... Read more

If the organization was founded on principles derived from a faith-based perspective, and the driving motivation for the services is to meet the needs of the population because of these values, they are an inherent part of the culture of the organization. These values and motivators should be clearly identified during the hiring process. While I would not recommend requiring the candidate to per... Read more

As Ms. Anderson cites, above, the metrics of an organization often contradict the desired culture. In other words, you can espouse collaboration, build teams, enhance communications, incorporate knowledge sharing into leadership academy courses, and multiple other activities; however, if the measurement system is still based on the individual evaluation, all of that good work will go by the waysi... Read more


The Workforce Equanimity (WE) team have served to impress us on multiple occasions with the depth of their resources. As our talent development team continues to explore the best possible services for our healthcare organization we are struck by the knowledgeable expertise we consistently receive from WE. WE have explored topics on innovation, coaching, and leadership. All of our discussions have been thought provoking and filled with lucidity. We are grateful for a resource that can offer both meaningful services and collaborative dialogue.

Desiree Nielson, Talent & OD Northbay Healthcare

I attended the What, When, How…Workshop with the rest of my work group. I loved the way Larry tied learning activities to business objectives while at the same time mapping the activities to Mosher's Moments of Need. True synchronicity! I learned a lot and would definitely recommend this workshop to others.

Sarah Ryan-Roberts, eLearning Specialist SMUD, Sacramento, CA

I had the pleasure of working with Workforce Equanimity on a 360 Feedback project. WE was instrumental in helping identify a tool that would work well for the leader our organization was working with and provided excellent coaching to prepare us internally for some difficult feedback. From identification of the tool, to the administration of the survey with our respondents, to the coaching provided – all was done with great professionalism and obvious knowledge. It has been a pleasure to work with WE, and as a client, I feel valued because they've provided other opportunities for our organization to be involved in product BETA testing as well! I wouldn't hesitate to recommend Dr. Larry Hiner and Lawrence Hiner to anyone!

Joy Pado, SPHR, Regional Human Resources Manager/Affirmative Action Officer Kimley Horn