Mimi Bacilek

Mimi Bacilek has significant experience as a leader in both public and private sectors and as an executive and entrepreneur. She is an organization development professional with over 15 years experience in the human development field, five in senior leadership positions. Additionally, her background includes progressive experience in health care in multiple, strategic leadership positions.

Bacilek brings clients significant know-how in executive and leadership development, organization assessment, individual skill assessment, competency management and team development. Her straightforward style and integrity have helped her develop strong relationships with numerous executives and organizations. She is a skillful facilitator of difficult team conversations, leadership planning sessions and individual development. She is certified in a number of developmental tools and processes including powerful 360-degree assessment process, personality profile instruments and skill-building learning processes.

Clients who benefit most are those intending to:

  • Expand the capabilities of executives and leaders
  • Develop senior teams and leadership bench strength
  • Create dynamic succession strategies
  • Develop and implement winning business strategies and strategic plans
  • Lead significant organizational and culture change

Bacilek founded SuccessBuildersLLC in 2002 to develop leaders who create the climate for business success. The work is founded on the belief that enlightened leaders generate amazing outcomes by energizing people, releasing innovation and creating a culture of success.

Bacilek has a Masters of Public Administration with an emphasis in organization behavior. Her career has great breadth, spanning frontline operations, operational leadership, training and development, quality processes as well as strategic human and organization development. She is active in service organizations and professional societies.

Bacilek is an Athena award finalist for 2008, a frequent contributor to leadership articles and a regular presenter on the subject of leadership. Her hobbies include gourmet cooking, entertaining and water sports. She and her husband are travel and wine enthusiasts.


Issues that inspire great passion also inspire great divides. Passions and divisions between people are not limited to the political realm; they occur in the business world too. They create tremendous drain on resources and distract staff from the real work of generating business and satisfying customers. Divisive issues rarely arise...Full Article »
Performance conjures up images of orchestras, ballerinas and actors on stage. As individuals the performers are passionate about their role, schooled and practiced. Collectively, they are choreographed, rehearsed and dressed for the stage. They are performance ready. Is your organization performance-ready for the "show" it must put on?Indicators...Full Article »
Ask anyone if employee development is important and you'll hear, "Of course!" Ask if identifying high-potential employees is important and you'll hear the same response. But ask many organizations about their employee development plan for 2009, and you’ll learn they have backed off considerably because the economic crisis is...Full Article »
In times of chaos, little is more essential than the effectiveness of executives. Critical areas include financial astuteness, business acumen, a nose for talent and deep industry knowledge. And most important is leadership savvy. Unless the enterprise is a sole proprietorship or small partnership, others in the organization can and should...Full Article »
Change is assaulting leaders from all angles, driven externally and internally. The environment is uncertain, budgets are being slashed, orders put on hold, positions placed in jeopardy.Looking through the lens of history, we can assume this economic downturn will turn around. Investing in your business now while your competition is circling the...Full Article »
Ideally, leaders set and communicate their vision for change. But sometimes the workforce doesn’t want to engage. Sometimes the volume of staff resistance is such that the status quo has a powerful hold on the organization. So what’s the senior team to do when it is essential to create the change, despite the resistance? And how can...Full Article »
A recent KPMG study ("The Morning After" 2006) confirms our worst fears. Differences in style of how organizations create their results—often framed as culture—are the source of most merger and acquisition disappointments. And yet, the decision to grow the organization via a merger or acquisition (M...Full Article »