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Deborah Davis Tobey, Ed.D., continuedInvited Presentation, Connecting Generations: How We Are Shaped By Our Times, Vanderbilt VirtualSchool, January 22, 2007.Invited Presentation, The Generations, Delta Kappa Gamma Keynote, March 18, 2007.Invited Presentation, Consulting Best Practices, Municipal Technical Advisory Service, University ofTennessee Institute for Public Service, March, 2007.Invited Presentation, Building Dynamic Partnerships, Tennessee Association of Career Educators, May 10,2007.Invited Presentation, Competency Modeling as an OD Tool, American Society for Training andDevelopment, Nashville Chapter, October 31, 2007.Invited Presentation, Employee Education, Training, and Development, SHRM Excellence Awardscoaching session, December 12, 2006.Invited Presentation, Making HRD Strategic: 11 Mistakes Training Professionals Make and How to AvoidThem, American Society for Training and Development, Nashville Chapter, March 16, 2006Invited Presentation, Engaging Employees Through Culture Management, Association for CareerProfessionals, July 20, 2006.Invited Presentation, Strategic HR Competencies: Uncovering Contributors to Strategic Success, MTSUStudent SHRM Chapter, November 18, 2005.Invited Presentation, Strategic HR Management Highlights, Tennessee Human Resources Conference,Nashville Chapter, March 24, 2005.SERVICE Invited Interviewer, Peabody Library, Applicants for LPO Liaison Librarian. 2019Online Ed.D. Application Reviewer, 2018 – 2019.Faculty Advisor to SHRM (Society for Human Resource Management) Vanderbilt Student Chapter,2017-present.Academic Undergraduate Advisor, 2018-2019, 2017-2018, 2014-2015, 2013-2014, 2012-2013, 20112012, and 2010-2011 Academic YearsHubert Humphrey Scholars Advisor, 2012-2013 Academic Year.Leadership Development Retreat, Vanderbilt University Military Department ROTC Unit, August 14,2012.Leadership Development Retreat, Vanderbilt University Admissions Department, August 17, 2012.Examiner, Society for Human Resource Management Excellence Program.Deborah Davis Tobey, January 2020Page 7

Deborah Davis Tobey, Ed.D., continuedPROFESSIONAL/PRACTITIONER EXPERIENCEPrincipal, DEB TOBEY LLC (September 1995 – present), Nashville, TN. Solo organization developmentconsulting practice specializing in consultation skills development, group process consultation,management and leadership development, “train-the-trainer”, learning and development systems(performance and needs analysis, program design, facilitation skills, evaluation).Partial client list:Nonprofit:For Profit:Government/University: Alexander Graham BellAssociation for the HearingImpairedCenter for Non-ProfitManagementLifeway Christian Resources,Inc.Society for CompetitiveIntelligence ProfessionalsYWCA Deutsche BankAmerican RetirementCorporationBMI, Inc.Buck ConsultantsCumberland Swan Inc.General Mills CorporationIBM CorporationSaturn CorporationWhirlpool Corporation Federal HighwayAdministrationCenter for ProfessionalDevelopment at BelmontUniversityScarlett Leadership Instituteat Belmont UniversityTennessee State Departmentsof Human Resources andTransportationUniversity of TennesseeInstitute for Public ServiceVice President for Organization Development, (2006 – 2008). Comdata Corporation, Nashville, TN.Developed and implemented individual development planning processes and methods for corporatesuccession planning initiative. Designed and implemented the corporation’s Employer Value Program.Designed, developed, and delivered executive development and management development programs for thecorporation. Conducted outreach and professional development for internal training staff attached to 10business lines. Managed corporate OD and Training function, including needs assessment, design anddelivery of interventions, evaluation, and professional development of two direct reports.Instructor and Developer, (1997 – 2001). American Management Association New York, NY. Instructed“Train the Trainer” and “Training Evaluation” course to AMA corporate clients. Designed and instructed“How to Conduct a Training Needs Analysis” and “Developing Competency Models” course for AMAcorporate clients.Organization Development Manager, (1993-1995). Bankers Trust New York Corporation/BT ServicesTennessee, New York City, Jersey City, New Jersey, and Nashville, TN. Created an OD/Learning andDevelopment function within the Tennessee organization that ultimately influenced the national andinternational organization’s OD methods. Conducted needs assessments, designed and developed ODinterventions and training, implemented evaluation processes for a financial services organization of 700employees.Deborah Davis Tobey, January 2020Page 8

Deborah Davis Tobey, Ed.D., continuedProgram Manager, ION Corporation, (1991-1993). Nashville, TN. Conducted needs assessments,designed and developed OD interventions and training, implemented evaluation processes for corporateclients as an associate of a 6-person HRD consulting firm.Training Coordinator, Metropolitan Nashville Airport Authority, (1989 – 1991), Nashville, TN.Conducted needs assessments, designed and developed training programs, implemented evaluationprocesses for an organization of 250 employees.Training Specialist, Vanderbilt University Department of Human Resources, (1986-1989), Nashville, TN.Member of the 3 – person team that established the learning and development function for this 7000 personorganization. Conducted needs assessments, designed and developed OD interventions and training,implemented evaluation processes.Residence Hall Area Coordinator and Program Manager, University of Tennessee (1979 – 1983).Managed 8 professional Residence Hall Directors responsible for a student population of 4000 students.Directed, mentored, and conducted performance appraisals for these professionals. Managed the ResidentAssistant training function. Advised residence hall student government association, counseled individualstudents.yResidence Hall Coordinator, Virginia Polytechnic Institute and State Universit/Virginia Tech (19761978). Member of 3-person team that managed 25 undergraduate Head Residents responsible for a studentpopulation of 8000 students. Directed and mentored Head Residents and Resident Advisors. Advisedresidence hall student government association, counseled individual students.CERTIFICATIONS Tennessee Center for Performance Excellence ExaminerDiSC InventoryStrength Deployment InventoryLIFO Life Orientations InventoryMyers-Briggs Type IndicatorPROFESSIONAL INSTRUCTION AND FACILITATIONChange: It IS About Me!Deciding to make a change is a business decision. How we implement change is a people decision. The keyis in understanding the stages that individuals experience during the change effort, helping them master thetasks and processes inherent at each stage, and capitalizing on their success to assist others. (4 hours)Conflict and CollaborationEffectively resolving issues in the work place is critical for building relationships, creating new ideas,making progress, and generating synergy. Choosing to engage in disagreement, facilitating the interactionso that it doesn’t evolve into conflict, and understanding the difference between the two are key elements ofthis skill are critical. (4 hours)Deborah Davis Tobey, January 2020Page 9

Deborah Davis Tobey, Ed.D., continuedConsulting EffectivenessWhether a consultant is internal or external, knowing yourself is the beginning of effectiveness. What areyour technical skills? Your interpersonal skills? Your client assessment skills? Your skills at facilitating theconsulting process? This workshop focuses on consultant self assessment at all four levels (4 hours).Consultant Readiness WorkshopWhat are the key indicators that tell you how “ready and willing” a client is for engagement? How do youdetermine “where the client is” and “where the client needs to be” on these key indicators? And now thatyou know, what decisions must you make in order to create a successful engagement? (4 hours)Decision-Making: From Consensus to Consultative and BeyondGroup decision-making is a challenge for all managers and facilitators. We all have some familiarity withdecision-making techniques . but effectively using them is another story. In this workshop, the focus ison assessing one’s skills, and propensity to choose, each technique; and aligning these decisions with theneeds of the decision-making situation. (4 hours)Effective Communication is a ChoiceIf effective communication (listening, feedback and resolving conflict) were “just” a skill, we would all beexperts! However, the internal dynamics and emotions that influence the choices we make “in the moment”of an interaction are what influence our behavior choices in that moment. This workshop focuses onincreasing communication effectiveness by assessing the situation and stakes, taking control, and makingdecisions in the Interaction Moment. (4 hours)Five-Point Performance Management In any performance situation, there are five factors that determine the quality and consistency of thatperformance. These factors are critical in helping a new begin a job, enabling an experienced employee tomaster a new task, and in “fixing” a performance problem situation. Managers will learn to manage thesefactors to best equip and influence performers to do their best in all three circumstances. (one day)Generations: It’s Not Just About “Them”We have all heard by now about how we are going to have to (we think) turn the workplace upside down tocapitalize on the unique talents and gain productivity from Gen Y. But, it’s really not about “them” – it’sabout all of us! The challenge for managers is in understanding how our characteristics align with others (ornot!) and understanding the “hot buttons” created by this non-alignment. The powerful implications, andstrategies, for motivating, rewarding, and communicating with performers of other generations will beaddressed within this context. (4 hours)HR Skills for 2010 and beyondSince 1983, SHRM and the University of Michigan have conducted studies of Human Resourcesprofessionals and how they support the performance of high performing organizations. The most recentstudy contains surprising information about what differentiates superior HR performance. This workshopalso features a self-assessment process which participants can use to identify their professionaldevelopment needs. (4 hours)Deborah Davis Tobey, January 2020Page 10

Identifying and Developing Your HiPo’sDid you know that less than 30% of high-performing employees are also high potential employees? Whenwe identify “hipo’s” through performance alone, we risk wasting enormous amounts of resources onemployees who either won’t stay with the organization, or who don’t care to capitalize on their potential.This workshop features how to truly identify high potentials, and once identified, the most effectivedevelopment techniques that will get them ready to lead your organization. (4 hours)Leaving the LegacyOne of the most critical needs in organizations today is preserving the knowledge, principles, and values ofthose who leave. In this interactive workshop, a team will engage in work to create their vision of the futureof the organization, creating a legacy that can then be shared with those who will carry on. (4 hours)Managing Others with StyleWhat is your management style? How and when is it effective? Do you “over-use” it and ultimately turn itinto a weakness? How do you adapt your style to be effective in all situations? This workshop presents amodel of managing, a self-assessment tool for participants to use in evaluating their individual style,exercises that help participants identify effective ways to utilize and adapt their individual style, and actionplanning for implanting style effectiveness in their work. (4 hours or 1 day)Managing Teams with StyleWhat is your management style? How and when is it effective? Do you “over-use” it and ultimately turn itinto a weakness? How do you adapt your style to be effective in developing and managing teams? Thisworkshop presents a model of managing, a self-assessment tool for participants to use in evaluating theirindividual style, an assessment process for identifying the development stage of a team, and exercises thathelp participants identify effective ways to match individual style to team needs. (4 hours or 1 day)On-Boarding for the Long TermOne-third of employees who have been in your organization for less than 6 months are already looking fora new job. Why? Much of this challenge lies in how they were brought on board. Traditional “orientation”has been a one-time event. What is needed now is a long-term on-boarding process that helps newemployees assimilate into their new job, tasks, work group, organization, and organization culture. Thisprogram helps participants begin the design of their organization’s on-boarding process. (4 hours)The New Supervisor: Making the TransitionHave ever known someone who has been supervising or managing others for a while (maybe years) whoreally never made the transition to that new role? This workshop is for new supervisors (or can be arefresher for current supervisors) that helps them understand and own the implications of that role inestablishing credibility, relationships with employees and peers, setting expectations, setting priorities, andplanning for their own skill development. (4 hours or one day)Deborah Davis Tobey, January 2020Page 11

Hermitage, TN 37076 615.874.9131 deborah.d.tobey@vanderbilt.edu CURRENT APPOINTMENT Senior Lecturer in Leadership and Organizations. July 2017 - present. Department of Leadership, Policy, and Organizations, Peabody College of Vanderbilt University, Nashville, TN.