cfar_team_consultant_bing_debbie

Debbie Bing

She/her/hers

President and Principal

Tel: 617-301-8244

Cell: 617-610-3677

dbing@cfar.com

Debbie Bing, President and Principal, began at CFAR as a Project Consultant in 1998, became an Associate in 1999, and a Principal in 2006. Her assumption of the Presidency in 2016 represents the shift to CFAR’s Second Generation of Leaders. Debbie is also a member of CFAR’s Board of Directors and co-leads the firm’s Family Enterprise and Owner-Led Business practice. As a second-generation owner of CFAR, she draws on personal experience in working through the dilemmas of strategy and succession.

Debbie views conflict as a useful starting point for a productive exchange about organizational priorities and performance. She has led negotiation teams in the Middle East and in Eastern Europe, and uses that expertise to help business leaders and executive teams in family businesses, entrepreneurial organizations, universities, associations and foundations to build collaborative approaches to their most pressing business challenges. She is especially skilled at helping clients make decisions and implement change in highly politicized, emotionally charged environments as they manage the multiple pressures of mission, performance, culture, competencies and competition. Her methodology brings all appropriate players into the process of generating options, making decisions, and committing to a plan so that they “own” the solution.

In 2019, Debbie was elected Board Chair of the Family Firm Institute (FFI), where she was previously honored as a Fellow in October 2014 and from which she earned both the GEN and Advanced Certificates in Family Business Advising.

She is an experienced speaker and has presented to groups including FFI, the Council on Foundations, the International Society for the Psychoanalytic Study of Organizations (from which she won The Bridger Award in 2008 for her paper, “Crowding Out the Space: The Weakness of a Strong Leader”), the Northeastern University Center for Family Business, the Healthcare Business Women’s Association and numerous Boston area business groups. In addition, she has been published in People & Strategy Magazine, and has had several articles in Family Business Magazine.  She is also member of the Board of Directors of E4TheFuture, a member of the Professional Advisory Committee of the Boston Foundation, and an adjunct faculty member at D’Amore-McKim School of Business at Northeastern University.

Debbie holds a Bachelor of Arts in Political Science and Peace and Conflict Studies from Haverford College and a Master’s of International Law and Diplomacy from the Fletcher School at Tufts University.

PUBLICATIONS

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The Important Role of Strategy in Leadership Transition

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Organizational Learning and the Leadership Skill of Time Travel

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Following a Founder—Issues of Transition and Continuity in Family-Owned Businesses

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Governance Refresh for the Future

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Unleashing Ideas is Hard Work: Innovation in Multigenerational Families Will Keep Your Business Relevant

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Tapping the Potential of Healthcare’s Workforce Crisis

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The Workforce Crisis is an Unignorable Moment for Healthcare

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The Value of Coaching in Academic Medicine

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Affirming Post-Acute Leadership

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Leadership Learning Through Disruption: Reflections from a Convening of Association CEOs

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Calibrating Culture for a Healthcare Merger

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Opportunities Within “Adaptive Recovery”

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072

What Leaders Can Learn From Feeling Like A Middle

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071

Strategic Alignment for New Initiatives

 

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Family Meetings Move Online

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What Doesn’t Show Up on the Bottom Line Counts

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The Gold Medal

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Riding the Tiger: Preventing Company Leaders From Failing

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Effective Business Leaders Know Change is a Constant

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065

Business and Community: A Valued Partnership

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Building Relationships Boosts Company Morale

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One Hundred Years and Still Rising

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“Creating Pull” for Patient Ownership of Care

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Stronger Than the Sum of Our Parts: A Collaborative Balance: Interprofessional Education in Clinical Settings – Part 5

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Stronger Than the Sum of Our Parts: Training Different Disciplines Together – Part 4

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Stronger Than the Sum of Our Parts: Creating a Level Playing Field – Part 3

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Stronger Than the Sum of Our Parts: Introduction and Principles of Effective Interprofessional Collaboration in Healthcare – Part 2

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Stronger Than the Sum of Our Parts: Introduction and Principles of Effective Interprofessional Collaboration in Healthcare – Part 1

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Part 3 — Superfluidity: Engaging Resistance to Pick Up Speed in Healthcare

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Leading Leaders on the Way to Becoming a “Superconducting” Healthcare Organization – Part 2

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054

A Roadmap for “Superconducting” Healthcare Organizations – Part 1

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Part 3: From Patient to Partner – Making Room for the New Provider Role

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Part 2: From Patient to Partner – Creating Pull for the Shift to Population Health Management

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From Patient to Partner – Engaging Patients in the Paradigm Shift to Population Health Management

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050

Build a Family Social Contract That Will Strengthen Succession

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Matching Donor Interests with Problem-Centered Academic Programs

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048

Developing a Shared Language for Shared Work — Collboration in Interprofessional Teams

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047

The Fundamental ‘Gives’ and ‘Gets’—The Basics for Effective Collaboration in Healthcare

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Where is the “I” in Team? Why Collaboration Matters in Healthcare

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045

Creating Value Together—Collaboration Between Physicians and Administrators

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044

Joint Ventures: A Fast-Track Strategy for Growth

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043

Family Firm Institute — Interview with a Founder: Drozdow

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042

Learning from the Crisis

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041

Action Learning—Improving Organizational Performance through Team Learning

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Briefing Note: Strategy Planning vs Strategy Making

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Differences a Day Can Make

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Culture as a Strategic Asset in Healthcare

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Propulsion: Turning Strategy Into Action Quickly – Superconducting Part 4

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Pointers for Leaders in the Pandemic

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Making the Bet on Population Health Pay Off: Realizing ‘Systemness’ Through Shared Purpose and a Collective Strategy

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Lessons from the Field: Promising Interprofessional Collaboration Practices

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The Artful Work of Governance

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The Challenges of Strategy and Leadership in Higher Education

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The Importance of Aligning Vision, Mission, and Strategy in Fast-Changing Healthcare Environments

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The Importance of Linking Leadership Succession, Strategy, and Governance

, , , governance leadership-succession non-profit strategy-development-and-implementationgilmore
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The Power of Negotiating in a Family-Owned Business

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The Power of “Small Leadership”

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Leading in a Virtual Reality

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Managing in the New Team Environment – Introduction

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Making a Leadership Change – Part 1 Overview

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Creating Systemness: Eight Practices to Make Integration Work

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Creating a Culture of Value – Part 1

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022

Coaching 2.0

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Mindfulness and Executive Education

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020

Ideas in Philanthropic Field Building

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019

Developing Healthcare Leadership in Turbulent Times

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018

Developing Leaders in Turbulent Times

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 Making the Bet on Population Health Pay Off: Realizing “Systemness”

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Creating Sustainable Change Through Backcasting

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 Moving the Culture from Individual Heroics to Systemic Value Creating a Culture of Value – Part 2

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014

Children’s Reactions to Stress

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Tools for Effective Transitions Using  Large Group Processes

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The Softer Side of Governance

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What is Continuity?

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Imagined Conversation

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 The Emergence of Family Enterprise as a Global, Multidisciplinary Field

, family-business-magazine family-enterprises-and-owner-led-businessesdrozdow
008

 Avoiding “Governance Creep:” Time to Reconsider Your Governance Structure?

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 The CORE Collection

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005

 How to Face Philanthropy’s Hardest Question

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004

 The Moment You Can’t Ignore: Introduction

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 How to Manage Behind the Scenes Power Players

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 The Weakness of Strong Leaders: Crowding Out Space for Collective Purpose

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 Beyond Structure: Planning for A Future – and a Family – That You Can’t Predict

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Consultants

cfar_team_consultant_bing_debbie

Debbie Bing

cfar_team_consultant_gilmore_thomas_v1

Thomas Gilmore

cfar_team_consultant_husereau_katelyn

Katelyn Husereau

cfar_team_consultant_miller-paul_sara

Sara Miller-Paul

Jason Pradarelli

Jason Pradarelli

cfar_team_consultant_white_caleb_e

Paul Walters

cfar_team_consultant_white_caleb_e

Tom Bonner

cfar_team_consultant_helzner_megan

Megan Helzner

cfar_team_consultant_white_caleb_e

Jessica Hutchison

cfar_team_consultant_oconnor_malachi

Malachi O'Connor

cfar_team_consultant_white_caleb_e

James Reston

cfar_team_consultant_white_caleb_e

Caleb E. White

cfar_team_consultant_dornfeld_barry

Barry Dornfeld

cfar_team_consultant_hirschhorn_larry

Larry Hirschhorn

cfar_team_consultant_white_caleb_e

Erin Konkle

cfar_team_consultant_oppenheim_lynn

Lynn Oppenheim

cfar_team_consultant_smith_todd

Todd Smith

cfar_team_consultant_drozdow_nancy

Nancy Drozdow

cfar_team_consultant_hirschhorn_larry

Lauren Howard

cfar_team_consultant_portnof_daniel

Tina Le

cfar_team_consultant_pierre_daphnie_

Eliza Orleans

cfar_team_consultant_white_caleb_e

Alex Steenstrup

cfar_team_consultant_gallager_carey

Carey H. Gallagher

cfar_team_consultant_husereau_katelyn

Christopher Hugill

cfar_team_consultant_levin_richard

Richard Levin

cfar_team_consultant_pierre_daphnie_

Daphnie Pierre

cfar_team_consultant_tomasik_jennifer

Jennifer Tomasik