Deborah Heller


For more than 30 years, Deborah Heller has helped small and large organizations in almost every sector make the necessary changes and connections to be competitive in today’s market. Her experience enables her to see the breadth and depth of their business in new ways and help her clients see new possibilities. Deborah is passionate about helping people be successful in their work, helping them to make a difference, and seeing organizational goals and dreams achieved. She enjoys supporting new ideas and helping create change that brings new energy and profitability to the enterprise. Deborah focuses on strategic and operational issues confronting leaders in competitive environments in both for-profit and not-for-profit organizations. She works to illuminate complex situations, and generate and implement pragmatic organizational change strategies in partnership with senior executives and boards of directors in both the for-profit and not-for-profit world. She has particular interests in strategy, leadership, change and group dynamics and has facilitated small and large groups at all levels of organizations. She is an experienced public speaker and author of several books and articles. For-profit clients include: Amway; Cabot Corporation; Cambridge 7 Associates; Economic Research Group; Experian; Goulston&Storrs; IBM; ITT Bell and Gosset; John Hancock; L. L. Bean; Pfizer; State Street. Clients in the not-for-profit sector include: Association of American Medical Colleges; American Psychiatric Association; Boston Architectural College; Brigham and Women’s Hospital; Center to Advance Palliative Care; Crittenton Hastings Inc, Crittenton Women’s Union; The Clinical Center at National Institute of Health; Community Partnerships for Older Adults/ Robert Wood Johnson; Mass Bay Chapter of the American Red Cross; McGill University Department of Epidemiology; Mt. Sinai Hospital Department of Geriatrics; The National Consensus Project for Quality Palliative Care; Simmons College. Prior to beginning her consulting firm in 1982, Deborah worked as a Senior Manager at a woman’s health clinic. She was also the Director of Ambulatory Services for the Department of Psychiatry at The Cambridge Hospital and was a Lecturer in Psychiatry at Harvard Medical School. Deborah is a founder of the New England Women’s Fund and past Chair of the Board of Directors, past Chair of the Fenway Health Center Board of Directors and past Chair of Development for The Boston Club. She also served as the Vice-Chair for Women Entrepreneurs in Science and Technology. She was a Director for the Patriots’ Trail Girl Scouts and Girl Scouts of Eastern Mass and head of the Nominating Committee. Currently, she is a member of WGBH Advisory Board. She is the recipient of the Patriots’ Trail Girl Scouts Leading Women Award, the Fenway Community Health Center’s Susan Love Award for contributions to women’s health and The Boston Club’s President’s Award. She is a graduate of Smith College and received her masters and doctorate from Boston College.

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Beyond the Basics of Team Learning: Integrating Process and Project

Suppose you’re a team leader who’s been asked to spearhead a major change initiative, such as the implementation of a key new software application.