TEAM DEVELOPMENT

Mr. Bonner developed his management style soon after joining Teledyne Corporation.  He benefited from Dr. Henry Singleton’s vision (then chairman of Teledyne) which emphasized leadership training as a vehicle to insure corporate growth and success.  Early on Mr. Bonner was trained in Developmental Dimensions International’s (DDI) Interaction Management  which cast his consultative and empowerment management styles.  Coupled with DDI’s Targeted Selection  employment interviewing techniques these skills provided the foundation for Mr. Bonner’s success in building and growing dynamic technical teams. 

While employed at Xerox Corporation Mr. Bonner also benefited from management theory and programs developed by W. Edwards Deming who was enlisted to help Xerox regain its world-class status.  Dr. Deming’s consultation at Xerox was credited with Xerox winning the Malcolm Baldridge National Quality Award in 1989.

While Mr. Bonner’s management style can be summarized by Deming’s following statement: “He (the manager) needs to understand that the performance of anyone is governed largely by the system that he works in, (and is) the responsibility of management.”, Mr. Bonner emphasizes the following four points as keys to his management success:

1. Create a framework for success
2. Focus on process change
3. Empower employees
4. Institute employee self improvement

From 1981 to 1991 Intergraph Corporation grew from approximately 500 employees to over 14,000 and saw revenues increase from $57 Million to over $1.1 Billion.  During his tenure with Intergraph Bonner’s management skills were honed to support a highly technical and rapidly expanding workforce.  Techniques for managing  technology employee development, reward and motivation were established.  These techniques often translate to not so obvious, but simple  management approaches including the development of two equally rewarded tracks, one for employees interested in managing manpower and one for those interested in managing technology.

While Bonner’s background was very rich in quality management, at Intergraph his skills were developed further when Intergraph applied TQM (Total Quality Management) discipline to its software engineering processes in preparation for ISO-9000 certification.  Glenn continues to apply the following TQM principles successfully in his daily duties:

1. Customer Service Focus
2. Total Team Involvement
3. Systematic Support Process
4. Measurement
5. Continuous Improvement

From 1994 to 1997 Microsoft Corporation grew from approximately 14,300 employees to over 22,000 and saw revenues increase from $3.75 Billion to over $11.36 Billion.  During his tenure with Microsoft Bonner adapted to Microsoft's Team-based software engineering management practices that included:

1. Employee Technical Excellence
2. Managing Dynamic Teams
3. Employee Peer Reviews