Vicki Foley, A.C.C.

Senior Vice President, Global Practice Leader, Leadership Development, Lee Hecht Harrison

Vicki Foley, Senior Vice President, Global Leadership Development Practice Leader for Lee Hecht Harrison, provides inspiring leadership on multiple dimensions – senior client leadership, thought leadership, and collaborative leadership within the leadership development practice, the industry verticals, and throughout the organization. Vicki is passionate about providing Lee Hecht Harrison clients with winning strategies to develop their talent.  As the firm-wide expert, Vicki has designed and delivered leadership development and executive coaching solutions at the enterprise level for a wide range of industries. Vicki has presented on the subjects of leadership theories, trends, engagement metrics and organization change models to senior level audiences at industry conferences, company meetings and universities.

Prior to her current role, she was the Talent Development Solutions leader for the New Jersey/Delaware Valley region where she was accountable for the strategy, design, and execution of leadership development, employee engagement and change management solutions, including revenue and P&L in the region.  

Vicki’s expertise areas range from organization strategy and alignment to group capability building to individual leadership development. In addition, Vicki is a certified executive coach, with particular coaching strengths in strategic thinking, communication, collaborative leadership and executive presence. Her client list expands global pharmaceutical companies, technology firms, logistics, oil and gas, financial services, universities and health care organizations.

Vicki’s earlier experience at Lee Hecht Harrison includes the positions as Regional Leadership Specialist for the Leadership Consulting Practice and Director for the Princeton, NJ office, where she managed the consulting staff.  Prior, Vicki held Marketing and Human Resource management positions at Asea Brown Boveri, a global power and automation technologies firm. 

Vicki holds an M.A. in Organizational Psychology and B.S. in Business Administration.  She holds an A.C.C. credential from the International Coach Federation.

Publications include: “Coaching the Young Client.”, Foley & Bergquist 2013; “The Organizational Underground: Organizational Coaching and Organizational Development outside the Formal Organization,” Foley & Bergquist 2010. “Coaching and the Societal Unconscious; New Perspectives and the Questions Addressed by Leaders,” Foley & Bergquist 2009.

Vicki lives in New Jersey with her husband, children, and three miniature dachshunds.  She is a long-distance runner and art enthusiast.

Content Featuring Vicki Foley, A.C.C.

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Manager Accountability is Pivotal to Successful Performance Management

October 15, 2015 | Vicki Foley, A.C.C., Carla Lorek

If the traditional, annual way of approaching performance management is not working and managers are not engaging their employees in regular performance and development discussions that they crave, how can we expect our employees to be engaged, perform well, and develop their potential? More importantly, what are organizations doing to make sure managers are held accountable for performance management and as developers of talent?