Dr. Francis Eberle
Leadership & Organizational Advisor
Francis Eberle, PhD, is leadership and organizational advisor, speaker and author. Francis believes that people development is business development. He helps leaders who want to grow in both public and private social enterprises, especially those who want to do something special.
After spending more than 25 years as an executive for non-profits and start-ups, Francis is uniquely positioned to help organizations collaborate and identify opportunity. He has successfully partnered with leaders and teams to improve their skills, solve complex problems, conduct research, grow financial and programmatic resources, and engage partners to work together toward common goals. He offers individual coaching, team development, and analytics for organizational performance improvement. He is also a facilitator and coach for The Complete Leader Program.
“Will you choose to be part of designing the future of your organization or just reacting to it?”
—Tom Voccola, The Accidental CEO
Francis is the co-author of three books, as well as the author of several policy briefs and the standards readiness tool for state boards, among other publications. He has presented widely on leadership, organizational development, education policy, and reforms in science and engineering education.
Eberle received a Bachelor of Science from Boston University, a Masters from the University of Connecticut, and a PhD from Lesley University. He has also taken Leading and Non-Profit Management courses from Harvard Business School of Executive Management.
By Dr. Francis Eberle
One of my clients recently had difficulty letting go of some unfair comments from her supervisor. The comments were harsh because the supervisor thought the work was shoddy, but the supervisor had gaps in his knowledge and had overlooked the true quality of the work. My client knew she had to get past the comments, but they still hurt. There were two aspects to grapple with—the personal hurt and the professional relationship. My client had to be objective about the comments and build a more respectful professional relationship.
Instead of just letting the comments go, one way to move forward is hold one issue in limbo while focusing on another issue. In other words, suspend the belief that the supervisor had negative intentions when he made the comment and instead focus on the relationship.Read More
Francis is an organizational and leadership advisor with over 25 years of non-profit and start-up experience. He speaks about leadership, organizational development, and higher education reform.