Hi there!
My Name is DIANA DEAN
HUMAN RESOURCES LEADERSHIP | ORGANIZATIONAL DEVELOPMENT | HUMAN CAPITAL STRATEGY
About Me!
I drive organizational outcomes through building relationships across departments by using collaboration and effective listening skills.
I am a human resources executive and an influencer with operational experience leading human capital strategies. My experience implementing people-driven initiatives that create a positive culture with employee engagement have been successful.
I have been providing solutions to organizations and employees for over 20 years. I thrive on being able to come up with solutions that are mutually beneficial for employees and company progression. My strength is the ability to mediate differences amongst a team and to challenge others to see the possibility of alternative solutions.
“Leaders are not responsible for the results, leaders are responsible for the people who are responsible for the results. And the best way to drive performance in an organization is to create an environment in which information can flow freely, mistakes can be highlighted and help can be offered and received.”
― Simon Sinek, The Infinite Game
As a change champion, I am a proponent of continuous improvement to clarify priorities and performance measures that align with business objectives and advance the organizational vision and growth trajectories. My areas of expertise include employee relations, organizational development, growth strategies, improving communication, and breaking down silos.
High-performing teams are built on a foundation of trust. Without high trust, organizations will crave rules over relationships. Low-trust organizations are where you typically see 200-page employee handbooks that provide minimal flexibility instead of a guidebook that adheres to required laws and regulations but leaves room for specific solutions and future growth. If you build trust daily, it will lead to strong employee engagement.
Organizations are often reluctant to spend money on educating and developing employees. While it does not bring in revenue as clearly as a sale or an appointment, the rewards will come. Developing your employees not only will build upon their knowledge but they will see the value in working for the organization, and they will know they are valued as a contributing employee. Well thought out training or development that employees are interested in is rarely a waste of time. You want to train people well enough so they will leave the company better than when they came in, yet treat them well enough so will want to stay.
Operations Leadership
Change Management
Talent Acquisition
Work Experience
Vice President of Human Resources
2021 – Present
MVM, Inc., San Antonio TX
HR leader for a growing government contractor, including building an HR team to support business operations and expand employee relations and compliance.
VICE PRESIDENT OF HUMAN RESOURCES
2013 – 2021
Legacy Community Health ∙ Houston, TX
Led strategic HR initiatives for growing non-profit and full-service community healthcare clinics, including 1,400 employees at over 18 locations. Managed HR team of 16 with operational oversight for all areas of HR including employee relations, talent management, learning and development, recruitment, employee benefits, and employee engagement.
DIRECTOR OF HUMAN RESOURCES
2010 - 2013
The John F. Kennedy Center ∙ Washington, D.C.
HR leader for nation’s premier cultural and performing arts center, including oversight of 2,050 full-time employees and 50 federal employees. Managed five HR staff overseeing full cycle human resource centers of excellence.
EDUCATION
Bachelor of Arts in Sociology | University of Oklahoma | Norman, OK
CERTIFICATIONS
Senior Professional in Human Resources (SHRM)
Leadership and Coaching Graduate Certificate (George Washington University)
Professional Mediation Certificate (National Association of Certified Mediators)
Leadership Development and Strategic Design certificate (HCI)
BOARD POSITIONS
Leadership Houston
Houston Healthcare Human Resources Association
Bike Houston
Self Assessment info
The Enneagram, Type 3 The Achiever
The Achiever has the capacity for huge chunks of productivity to reach their goals and high standards. Their performance and dedication is admired by others and may even inspire those around them to take action.
Threes are defined by their desire to be significant and to define themselves by their accomplishments. Achievers typically have schedules chock-full of events and professional meetings to keep themselves busy and on the go.
Recognition, accolades and positive impressions are important for the Achiever. They’re goal-driven; equipped with the Type A mentality and a relentless drive for self-improvement. Productivity and achievement take the cake as Achievers’ core values.
Myers Briggs - Consul (ESFJ)
A Consul (ESFJ) is a person with the Extraverted, Observant, Feeling, and Judging personality traits. They are attentive and people-focused, and they enjoy taking part in their social community. Their achievements are guided by decisive values, and they willingly offer guidance to others.
Consuls are altruists, and they take seriously their responsibility to help and to do the right thing. Those with ESFJ personalities respect hierarchy, and do their best to position themselves with some authority, at home and at work, which allows them to keep things clear, stable and organized for everyone.
Diana's Leadership Book Recommendations
Emotional Intelligence
"I believe the ability to control your emotions and use them for constructive, productive and peaceful purposes is the best use of emotional intelligence. Great leaders will use this skill to build successful interpersonal relationships and successfully interpret their surroundings."
Speed of Trust
"Organizations with mutual trust among the top leadership pass that trust down to the employee level. Trust and transparency is what makes organizations more collaborative, carrying, efficient and supportive. Organizations who take time to build trust amongst employees will be more successful."
The 21 Irrefutable Laws of Leadership
"Leadership is not determined by a title, it is based on your influence. If your team is not following you, or your direction, you are not an effective leader. Maxwell says it best, 'True leadership cannot be awarded, appointed, or assigned. It comes only from influence, and that cannot be mandated. It must be earned”
The Seven Habits of Highly Effective People
"This is still by far my favorite book. No gimmicks… just solid effective practices. I constantly use theories from this book for coaching others when they need a tried-and-true way to solve issues regarding time management, communication, and leadership principles."
Difficult Conversations; How to Say What Matters Most
"This is my go-to book because it is simply worded and laid out in a way you can use it as a reference for various situations. We all should be mindful of selecting the best way to express ourselves and this book will improve the way you communicate with others and help you give clear concise directives."