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Chad Eaves is founder of Communication Outcome, an organization dedicated to improving communication skills through its newsletter, coaching, speaking, and training programs. He brings perspective, experience, and education spanning three decades working with federal and state agencies (including military service), Fortune 500 companies, and small businesses. Eaves earned a master of science in communication from Northwestern University, an MBA from the University of Phoenix, and an engineering degree from the University of Florida. He is author of the books Achievement Alphabet and Interview Practice, Networking, & Ice Breaker Questions. See linkedin.com/in/chadeaves for more information and to connect.

Chad Eaves

January 2022 - TD Magazine

Professional development opportunities abound when you join an ILN.

The Perks of Informal Learning Networks

Twas the night before Christmas and all the stores were closed.Why? They needed a few hours to get ready for the AFTER Christmas sale.All of the retail elves were home with the rest of us, anticipating the festival of unwrapping and judging the value and likeability (return-ability) of presents received.The holiday season is a make-it-or-break-it time for most retailers and many businesses.Is it my imagination, or is the Christmas season expanding? Remember when there was the excitement that the shopping season officially began the day after Thanksgiving unofficially known as Back Friday.The day AFTER Thanksgiving, stores opening at 8am then 7am then 6am then 5am then midnight. Trying to lure customers with the size, discount, and sale of their pre-Christmas then, based on social pressures, changed it to a pre holiday extravaganza.EARLY WARNING SIGNAL: Im sure youve noticed, as I have, that there are now Christmas items among the Halloween candies. In the drug stores, the card shops, the grocery stores, even the department stores, merchants are trying to remind you, and to sell you, whatever they can before the competition does.Even online, companies like amazon.com had their seasonal art on landing pages by Halloween. Boo. (That wasnt to scare you! That was the Philadelphia boo: the voice of disapproval. The What were you thinking? boo. The angry boo. The greedy boo. The boo-hiss.)I dont know about you, but I believe business greed is stepping over the line introducing the spirit of the holiday season before candy is handed to little ghosts and goblins, or before families gather to give thanks for our freedom, and for each other.Seems as though businesses are willing to risk ridicule and reputation for a chance to ring their cash register.Now while none of this is really a big deal, be aware that when some retailer, wanting to jump the gun, tries to pull off Christmas in October or earlier it generates thoughts in the mind of the consumer none of them positive. And those thoughts lead to perceptions and buying decisions.If Im put off or angry at your early entry into the Christmas season, I may not return to buy when the actual season starts.And then there are those who try to down the competition in a subtle way. I saw a sign in the window of a major department store that startled me. It said that they like to celebrate one holiday at a time, and that they would not be putting up any Christmas decorations until after Thanksgiving.GREAT! But, eh, why are they telling me that? Why dont they just DO IT?My concept of what will win is go back a decade, look at what won then, add the internet and email messaging, create a stock of inventory of WHAT PEOPLE WANT not just what you buy cheap, and are looking to sell at a great margin and let one customer tell another customer how great your merchandise is.One more thing HIRE GREAT PEOPLE people who smile, love to serve, can multitask, can go the extra mile, and who have a base intelligence that is smarter than the merchandise.This will require that you pay them more train them more and provide a work atmosphere that both employees AND customers love. This also means managers must be happy, not condescending.The sign in the department store window was right: ONE HOLIDAY AT A TIME. Hey, Mr. Retailer youre the one who created the purchasing part of these holidays in the first place.My vote is give thanks for what you have at Thanksgiving, celebrate your blessings with your family, and THEN sell like hell the day after until 5pm on Christmas Eve.That strategy would please your customers, create word-of-mouth advertising to compliment your traditional marketing outreach, and even please the panicked shareholders once the numbers begin to emerge.I saw a t-shirt the other day that said: Lets keep the X in X-MAS. Its a sign of the times, and a resign of the consumer at the same time. If you want the holiday recipe for success, take the formula above and add spirit.If you do, the jingle bells youll hear will be the cha-ching! of your cash register.Jeffrey Gitomer is the author of The Sales Bible, Customer Satisfaction is Worthless Customer Loyalty is Priceless, The Little Red Book of Selling, The Little Red Book of Sales Answers, The Little Black Book of Connections, The Little Gold Book of YES! Attitude, The Little Green Book of Getting Your Way, The Little Platinum Book of Cha-Ching, The Little Teal Book of Trust, The Little Book of Leadership, and Social BOOM! His website, www.gitomer.com, will lead you to more information about training and seminars, or email him personally at salesman@gitomer.com.2011 All Rights Reserved. Dont even think about reproducing this document without written permission from Jeffrey H. Gitomer and Buy Gitomer. 704/333-1112

Sales Moves by Jeffrey Gitomer: When does Christmas start? When does Christmas end?

You would think that with the financial havoc caused by the 2008 economic meltdown, most companies would think twice about expanding into new markets. Ironically, just the opposite was true. Many companies looked at emerging markets like China and Russia as opportunities to broaden their consumer base, and the rise of online commerce and social media gave them a window to reach customers in ways that weren’t possible in the past.And yet, just having access to your customers doesn’t guarantee success. Reaching those customers requires a distinctly different skill set, one that requires cultural agility and an ability to adapt quickly to market behavior.Here are five key steps to becoming an effective global thinker:Understand your company’s global strategy and ambitions Go back to basics: ensure you understand not only what your company’s objectives are from a global operations standpoint, but, importantly, how your role fits in to this vision. Too often, leaders become immersed in the day-to-day demands without having an opportunity to fully explore what they are there to achieve or truly understand the different markets of importance to the business. Much like climbing a mountain; when you are at ground level you cannot see farther than, perhaps, fifty feet; but as you get higher you can see more and more. By elevating your thinking, you will be able to see the forest through the trees, and spot storms approaching or others encroaching on your territory. Embrace a global mindset When moving from a local role into a global one it’s natural to look for opportunities to apply your previous knowledge and experience to the new environment.For the newly promoted global leader, this won’t work. It’s essential that global leaders mark their new appointment with a fresh approach; a new, global mindset.Embracing a global mindset involves opening up the way you see the world and how this knowledge affects your actions. The global thinker adapts their behaviour and decision making to the realities of the global marketplace and doesn’t expect each market to fit within their existing model of how things should be done or have been done before.Gain global experience and exposureGlobal thinkers are relentlessly curious about what the world is like for others, devouring global businesses news and volunteering for opportunities to broaden their experience. The Chinese proverb about the frog who lives at the bottom of a well is a perfect example. He looks up and all he sees are walls and a small circle of sky. As he never leaves the well that is his perspective of the world and he believes that is how it is for everyone. One of my clients, Wendy, is a rising star. She was recently promoted to an executive role in a global retailer. Her development goal was to gain global experience and exposure. I suggested that she not only sit on global meetings, but also actively participate in them to increase her profile and understanding. I also suggested that she expand her network, and build alliances with other organizations and individuals for the benefit of the business. Within six months, she became an internal go-to person for shaping business strategy. She built strong partnerships and as a result, her division became the #1 profit center worldwide. Build a support system to sharpen global thinkingEffective global thinkers are connected into a powerful support network which informs and adds perspective to their decision making. They access information and are open to feedback from their teams, peers, superiors and mentors, using feedback to help them develop. Build a strong team around you that can manage the day-to-day operations, so you can focus on broader, strategic global challenges. The support network should also provide you with the resources you need to be truly effective in the global decisions you make. Help others to think globally Harness your global thinking by sharing your expertise and knowledge with your colleagues and partners, particularly your team. Equip them to think beyond their own territory or area of responsibility and in doing so help to build their ability to think globally. Modern leadership is all about inspiring others. In my experience the most effective global leaders are those who share their knowledge willingly, inspiring others to follow where they lead. Communicate relentlessly and encourage dialogue and resource-sharing, using technology to maximum advantage. The workplace is now highly effective on a virtual basis; with file sharing, webinars, Skype and other online tools enabling close collaboration amongst colleagues who may meet in the real world only a handful of times each year, if at all.

Are You a Global Thinker?

Happy New Year! Or is it? Are you happier than last year?Happy New Year is an expression that EVERYONE extends to others. Almost as a courtesy. Wanna try something new? Say it to yourself and MEAN IT!!Whats your plan to be happy this year? Or are you just going back to the goal and resolution process that really hasnt worked that well over the past decade? Or should I say past two decades?There are fundamentals to follow to make your resolutions and goals a reality. The secret to achievement is the unspoken aspects of the process. And many of those elements revolve around the word happy.Here are a few things to consider as you look to put and be HAPPY in your life in the New Year. These elements will give you the freedom to find internal happiness:Be happy about yourself.Be happy about your life.Be happy about your relationships.Be proud of what youre doing.Love what youre doing.Desire to be the BEST at what youre doing.Know the purpose (your REAL WHY) behind what youre doing.To help you get started, Im going to share some gold from my Little Gold Book of YES! Attitude. It explains the urgency of self-imposed happiness as it relates to your success. Read it and apply it to your life.The truth is, the fact is, the reality is, there's no better time to be happy than right now.If not now, when? After the economy gets better? You may not be able to wait that long.Your life will always be filled with challenges, barriers, and disappointments. It's best to admit this to yourself, and decide to be happy anyway. Alfred Souza said, For a long, long time it had seemed to me that I was about to begin real life. But there was always some obstacle in the way, something to be gotten through first, some unfinished business, time still to be served, a debt to be paid. Then life would begin. At last it dawned on me that these obstacles were my life.There is no way to happiness.Happiness is the way.There is no after to happiness.Happiness is now.HERES THE ANSWER: Happiness is inside your head FIRST and everyplace else second. Happiness is a treasure. Your (potentially missed) opportunity is to treasure every moment that you have.Stop waiting until you finish school, until you go back to school, until you lose ten pounds, until you gain ten pounds, until you have kids, until you quit smoking, until your kids leave the house, until you start work, until you retire, until you getmarried, until you get divorced, until Friday night, until Sunday morning, until you get your new car or home, until your car or home is paid off, until spring, until summer, until fall, until winter, until the first or the fifteenth, until your song comes on, until you've had a drink, until you've sobered up, until you win the lottery, or until the cows come home to decide that there is no better time than right now to be happy.And treasure the happiness of now more because you share it with someone special enough to invest your time in.Happiness is:Not a sale or a commission.Not an economy or a budget.Not a yes or a no.Not a game winning hit or a last second touchdown.Happiness is a way of life that is inside you at all times. It helps you get over the tough times, and helps you celebrate the special times.Seems pretty simple to define on paper, but real difficult to manifest when the chips are down. My experience has taught me the difference between resign and resolve. You can resign yourself to what is, and hope or wait for a better day. Or you can resolve that you are a positive person who finds the good, the positive, the happiness, the smile, and especially the opportunity in everything.Happiness is now, not a goal or a destination.Its not an after. Its a before.Its an attitude your attitude about what was, what is, and what could be.And its up to you. All you have to do is: decide.Please decide to have YOUR Happy New Year.Im gonna have mine.Jeffrey Gitomer is the author of The Sales Bible, CustomerSatisfaction is Worthless Customer Loyalty is Priceless, The Little Red Book of Selling, The Little Red Book of Sales Answers, The Little Black Book of Connections, The Little Gold Book of YES! Attitude, The Little Green Book of Getting Your Way, The Little Platinum Book of Cha-Ching, The Little Teal Book of Trust, The Little Book of Leadership, and Social BOOM! His website, www.gitomer.com, will lead you to more information about training and seminars, or email himpersonally: salesman@gitomer.com.2012 All Rights Reserved - Dont even think about reproducing this document without written permission from Jeffrey H. Gitomer and Buy Gitomer . 704/333-1112

Sales Moves by Jeffrey Gitomer:Whose Happy New Year is it yours or theirs?

Introduction: The Overlap We Don’t Acknowledge“What do you want to be when you grow up?”For me, this question was a constant from my parents, particularly my mother, a special education teacher. The answer mattered less than how it sounded. “Doctor” or “lawyer” were the expected replies, not because my parents demanded those careers, but because they signaled preparedness, ambition, and promise.Like many families, ours assumed that the pathway to any respectable future was clear: college. Not going was unthinkable. College meant opportunity, and more importantly, employability. Whether universities wanted to admit it or not, they had become the gateway to work.This realization has shaped both my academic journey and my career. Today, as a Doctor of Education and certified professional in talent development, I see no contradiction between these identities. Somewhere along the way, higher education became the world’s largest talent development system. The only question is whether it is willing to embrace that role.From Higher Ed to Talent Development and Back AgainI began at Loyola University New Orleans, studying political science with aspirations of becoming a lawyer. A business minor kept other options open. Yet, it was not until a work-study position tutoring adult learners that my passion clicked: helping others succeed through education. That led me to the University of New Orleans, where I pursued a Master of Education in educational administration with a focus on adult and higher education.At first, my goal was to become a university president. But through early career experiences, I realized that what energized me most was not degrees themselves, but the outcomes—what those credentials enabled people to do and achieve in life. I wanted to help people succeed at work so they could build better lives, and I became determined to close the gap between learning and work. That realization led me to the Association for Talent Development (ATD), where I found a professional community focused squarely on developing adults at work.My first role in the field came at Strayer University, an institution focused on working adults. There, I designed and delivered employee development programs in leadership, supervision, and compliance. I had the rare privilege of starting my talent development career in a setting where expectations were clear, processes were respected, and results mattered.That experience revealed a larger truth—that higher education was already functioning as a massive talent development engine. What I saw at Strayer, preparing adults for immediate workplace success, is echoed in colleges and universities across the globe, even if institutions prefer to describe their mission in broader terms.Higher Education as Talent Development, Whether It Admits It or NotDespite lingering resistance, the parallels between higher education and talent development are undeniable. Both aim to prepare individuals for success in professional and civic life. Both are accountable for demonstrating their value in measurable terms. And both must evolve to meet the demands of rapidly changing workplaces.Yet, while many institutions fully embrace their role in preparing people for work, community and technical colleges and adult-centered universities most prominently, some academic leaders and professors resist the “talent development” label, holding tightly to the liberal arts tradition or insisting that universities “educate, not train.” Meanwhile, employers highlight a persistent “skills gap,” while graduates insist they are prepared. The truth, as often, lies somewhere in the disconnect of mismatched expectations, unclear measures, and a lack of shared ownership.The workforce reality is stark. According to ATD’s 2025 State of the Industry report, organizations average just one talent development staff member for every 212 employees. In other words, most TD functions are overstretched, under-resourced, and vulnerable to cuts in times of financial insecurity. Given those constraints, higher education is not just a feeder system—it is a lifeline. It develops foundational skills, opens career pathways, and prepares learners to engage in the lifelong upskilling that workplaces require.And this is not only a US issue. Around the world, credential inflation has made higher education the default entry point to employment. In some countries, public funding or free tuition makes access easier. In others, rising costs mirror US debates. But across systems, from Germany’s apprenticeship-university hybrid models to Asia’s rapid university expansion, the result is the same: higher education functions as the first and often largest talent development provider.A Both-And, Not Either-OrThis is not a debate about whether higher education or talent development is more important. It is about recognizing the shared responsibility. Higher education cannot deny its role in workforce preparation, particularly given the cost of attendance and the expectations of learners and employers. Talent development, in turn, picks up where higher education leaves off, contextualizing learning for specific roles, cultures, and organizational strategies.The future depends on collaboration. Universities must continue to partner with employers, listening closely to industry needs and aligning curricula accordingly. Community colleges already model this collaboration, designing programs with direct input from employers and industry boards, often turning around new certificates and applied programs in months rather than years. Talent development functions must leverage these partnerships to focus on culture-specific skills, team effectiveness, and adaptive capacity, which are areas that formal education cannot address alone.Practitioner TakeawaysFor talent development professionals, embracing higher education as part of the ecosystem opens new opportunities:Partner, not compete: Build relationships with universities that supply your workforce pipeline. Explore co-designed internships, applied research projects, or industry panels that connect learners directly to work.Define the handoff: Clarify where higher education stops and your role begins. Universities provide credentials and broad skills; TD ensures translation into day-to-day performance.Advocate for alignment: Volunteer for industry advisory boards, connect with deans or program directors, and influence curricula that better reflect workforce needs.Maximize limited resources: With TD teams stretched thin, leaning on higher ed partnerships can extend your reach, freeing your team to focus on unique elements of organizational culture and performance.Think globally: Even if you operate locally, watch international models. Free and subsidized systems abroad show different funding and partnership possibilities—insights worth adapting to your context.Ready to WorkThe stakes are high. For learners, this is about employability, career mobility, and the return on their investment in education. For employers, it is about securing a pipeline of capable, confident, and collaborative professionals. For talent development leaders, it is about recognizing the interdependence of our work with higher education and designing systems that bridge, not compete.If higher education institutions are not the world’s largest talent development system, then who is? Certainly not every institution denies this role, but the sooner we embrace that truth, the better we can prepare people, together, for the future of work.

Ready to Work: How Higher Education Became (and Sometimes Denies Being) the World’s Largest Talent Development Function

In these post-Covid chaotic times, uncertainty in the workplace is the name of the game. Yet paradoxes abound. For instance, some organizations are separating employees, while others are adding jobs. Or, while as many organizations implement hiring freezes or job elimination programs, salaries are up in others.The job of leading effectively has always been a challenge, but during a period of such dichotomy, the pressure is on for leaders. In addition to economic unrest, there is a growing disconnect between leaders and their teams, finds O.C. Tanner in its Global Culture Report. Employees are stressed, often overworked, and burned out, leading to widespread disengagement. Indeed, there is a continuing downward trend in engagement: 68 percent of full- and part-time employees working for organizations are disengaged, while a startling 17 percent are actively disengaged, Gallup reports.Consider this scenario: Paul, the contracts manager for a large research foundation in the midwest went into the office one day and found he had a new supervisor. Over his 10 years with the company, Paul had earned accolades for the money he raised and the trust he had built with funders. Paul was confused. What was this new position? Why wasn’t he consulted? Why wasn’t he offered the position?Within a year, a furlough program was announced, and Paul was on the list. He had the choice of returning to his position at the end of the following quarter or taking severance. When considering his options amid what had become his new normal—an absence of understanding and communication about organizational plans and his role—Paul’s decision was easy. He took the severance. After a decade of stellar performance, his trust was eroded.How could this situation have turned out differently?Enter transparencyThe core value of transparency is creating a culture of openness, where information is shared freely, and all feel safe and confident to speak up. Research shows that having a speak out culture improves an organization’s efficiency, inclusivity, and employee satisfaction.What transparency looks like in each organization may differ. But in a transparent workplace, employees and leaders alike are encouraged to share achievements and mistakes. There is a feeling of safety. Decisions are made and the thought process behind them explained.Workplaces that build a culture of transparency often report the following benefits:TrustEngagementMoraleIncreased collaboration and innovationImproved business results(ATD members can learn more about these tenets in the TD Magazine article: "Transparent Cultures Are Built on Trust.")To instill a culture of transparency, communication between organizational leadership and workers is key. Great leaders are good listeners, and open and honest communicators. To ensure a culture of transparent communication, consider adopting these five strategies and tips:Explain the why behind decisionsCommunicate frequently; listen and ask moreSet clear workplace goals and expectations; check in regularlySeek and give feedback frequently and candidlyIt's not what you say—it's what you do(ATD members can learn more about these strategies in the TD Magazine article: "Transparent Cultures Are Built on Trust.")Case in pointFor a closer look at these strategies in action, let’s take a look at a few case studies.Sarah fails to explainAs the boss Sarah leaves the office for the day, she tosses a pile of letters on Ruby’s desk and says, “These need to go out tonight.” Ruby is a single parent who is fined when she picks up her son late from daycare. While fuming, she wonders, “Why can’t this wait until tomorrow? The boss knows I must be on time to get my son. Why can’t she ask someone else to do this?”But here’s the backstory: The agency that Sarah and Ruby work for provides services to the homeless, and it fell short of its fundraising goal. The pile of envelopes are appeal letters to top donors.What if Sarah had said: “Ruby, I am so sorry to have to ask you to do this since your son needs to be picked up soon. But we are $10,000 short of our fundraising goal. I’m giving you letters to top donors asking for more support. It’s critical that the letters go out tonight. I know what good work you produce and that I can count on you to get this done.”By telling Ruby the “why” behind the decision and her key role in the organization, a seemingly mundane task becomes a critical task in serving the agency’s clients.Tom shares detailsThe People and Culture VP at a mid-sized financial services firm tasked Tom with heading a team of colleagues to brainstorm ideas on how to begin the transition from 100 percent remote work to a hybrid model. Tom was nervous and fearful that his colleagues would question his role in developing this organizational plan, so he consulted with Tamara, the organization’s head of talent development. He soon had a plan of action.He decided to hold a one-hour meeting and invite 10 supervisory colleagues, some of whom he knew would probably not want to return to the workplace. He planned to spend 10 minutes up-front outlining the goal of the meeting, explaining why the participants were selected, and establishing ground rules (no “wrong” responses or “dumb” comments among them). Next, Tom would conduct a 20-minute brainstorming session, asking for as many creative ideas as possible. For the last 30 minutes, he would lead the group in narrowing down their ideas into three solid suggestions to share with the organizational leaders to try implementing.While planning the meeting, Tamara coached Tom to be totally clear and upfront with participants about expectations. Tom followed her advice. For example, during the decision-making phase, he said: “I’m glad so many ideas have emerged. I’m impressed. I didn’t want to limit our thinking, so I didn’t detail some of the constraints we’re under, but we were tasked with developing just three suggestions that would include both remote and on-site work, and that could be implemented within a month. Given we have 15 solid ideas, let’s narrow our three choices. Who wants to nominate one of the ideas that meets the criteria?”Thanks to guidance from Tamara, Tom knew he needed to thoroughly and frequently communicate information if was going to lead the team to a successful outcome.Sonia neglects to set expectationsFrequently, high-performing individual contributors who take the initiative are promoted into supervisory positions. Without training or coaching, Sonia fell into the same trap as many first-time supervisors: she assumed her team was as motivated and hardworking as she was.During her first meeting as leader, she tasked the team with reconfiguring the office layout. She asked that it be completed within a week. That’s it. Thinking that “anyone should be able to figure this out,” Sonia gave no additional guidance. She did not define what she meant by reconfiguring the office or tell the team whether this was a priority and should take precedence over other ongoing projects. Sonia also failed to provide a budget.Not surprisingly, it was a disaster. The team, trying to anticipate what Sonia wanted, developed a high-end plan to remove walls, create an open space, and purchase new furniture and computers. Also, some priority work went unfinished.But what if, Sonia had said, “I’m new to this team and thought it would be fun to start with a new look to the office. How about if the four of you develop a plan for making changes to our office space? I’m sorry to say we have a limited budget to do this—about $1000 per team member. Please be creative and think about how we could change the look and feel of our workspace. I don’t want to stifle creativity, so I won’t share my views. But I will be around to bounce ideas off, and I’ll check in to see how things are going?”More importantly, what if she had added, “If anyone has a priority project, let me know so we can figure out how to get it done.” Sonia could have avoided problems if she had simply laid out expectations and constraints for the project.Donna admits her mistakesThe senior VP of marketing asks Donna to rework the function’s annual budget, reducing it overall by 10 percent. Her first direction to the five teams in her departments is simply: “Cut 10 percent and come back to me in a week with your recommendations and reasons why.”Three teams go through each line item and reduce them by 10 percent. With a wink and a nod, they share that they expected a reduction, so they had initially padded the budget with an extra 10 percent. When the other two teams review their budgets, it becomes clear that if they make the 10 percent reduction, it will seriously hamper operations and they will be unable to meet strategic goals.Donna recognizes that the across-the-board reductions won’t work. What went wrong? Donna did not thoroughly think through the real issue: how to meet the organization’s business goals with a lower budget. This meant she gave faulty direction—a flat 10 percent reduction to everyone.To fix the problem, Donna holds a group meeting with team leaders and says, “In rethinking my initial request, I realize I made a mistake. The across-the-board reduction for all teams doesn’t allow everyone to meet strategic objectives. I want all three of you to hear this same message, and then I will meet with you individually to determine what is a realistic budget reduction for your team and work. My apologies for this misstep.”Now, when she meets with each of the leaders, they carefully review their budgets and are able to make necessary but realistic reductions. This enables Donna to achieve the goal of an overall 10 percent reduction, with varying cuts across the department.Transparency equals trustTeams look to their leaders to see if they follow their own advice. If so, the team will follow their lead. If not, leaders lose credibility, and cynicism can grow. Consider this last scenario:Fresh from the thrill of becoming CEO, Carl starts his tenure by developing a new company logo and an alliterative catchphrase of company-wide cultural commitments. “We at ACME stand for: candor, communication, customers, and commitment.”To demonstrate his commitment to these principles, Carl holds a company-wide meeting. After a PowerPoint presentation on goals for the company, he asks team members to come to the microphone and ask any questions on their minds.Brenda steps up and asks: “May I say that we all appreciate the commitment to candor. Along those lines, we haven’t had raises in two years, when can we expect one?”Carl stands in stunned silence. He responds abruptly, “I don’t know. Oh, I see that our time is up.”As the room vacates, Carl is heard saying to the HR director, “I thought you previewed all of these questions. I don’t like being caught off-guard.”So much for seeking feedback and communication? So much for candor? Damage done.Bottom line: Open and honest communication is the foundation for transparent leadership. Establishing and sustaining a strong organizational culture takes leaders dedicated to investing their time and attention on that goal. But building a culture of transparency has lasting impacts on retention, morale, productivity, and business results. In other words, it’s well worth the effort.

What Transparent Cultures Look Like

The ATD Talent Development and Training in Healthcare Handbook (ATD Press, November 2021) addresses the many opportunities and challenges TD professionals face in the growing and rapidly changing healthcare space. Effective talent development is the thread that weaves through an entire healthcare organization to ensure it is up to standard with the latest practices in treating patients while providing a safe and engaging environment for staff. TD professionals have the unique role of tying together organizational and employee advancement in healthcare systems—and likewise, this handbook dives into areas for both business and professional evolution.Written by 25 fellow healthcare practitioners with extensive experience in the field—from nurses, physicians, and administrators to instructional designers, chief learning officers, technology experts, and leaders across the industry, it covers six key themes across 26 chapters:Learning and Development BasicsOrganization DevelopmentEmployee DevelopmentBusiness Acumen for the Health SystemDigital Transformation and LiteracyPatient-Centric CareChristine (Chris) Reyes, director of Dimensions Acute Training with Novant Health, is the author of a chapter focused on electronic health records in the ATD Talent Development and Training in Healthcare Handbook. In this spotlight Q&A, learn more about Reyes and her contribution to the book.How have your experiences in healthcare technology shaped the best practices you shared?With more than 25 years of healthcare experience, I’ve had the opportunity to serve in various roles that depend on strong collaboration and communication across the organization. Understanding how each department affects another and how seemingly simple system or process changes can impact others is vital to sound solutions and transformational change.At a previous job of mine, we often hosted other organizations on site visits to share our best practices and learning experiences. I found so much value and growth in sharing knowledge and learning from others. In the Electronic Healthcare Record (EHR) chapter, I tried to share topics that have been instrumental to the success of our training program as well as those questions that are the most often asked by other organizations and learning healthcare professionals related to EHR training.How do you foresee the advancement of talent development for EHR implementation and usage within healthcare? For example, in an ideal world, how do you see this area flourishing for employee or organization development?With the pace of change in both technology and healthcare, I think it is essential for learning to take place at the moment of need. It is important for learning experiences to provide the tools and knowledge that the clinicians need, when and where they need it. It is also imperative for L&D professionals to collaborate with operational areas to ensure the impact of learning is measured and learning can be aimed to close skill gaps.What is something unexpected you learned while working on this book?As I was doing research for the chapter, I found many interesting success stories of an EHR transforming the access to and quality of patient care in many areas of the country.Is there something professional or personal you are proud of accomplishing in the past year?I’m proud to be a co-author of the ATD Talent Development and Training in Healthcare Handbook that was recently published! It was an exciting project, and it was an honor to participate in a project with so many talented professionals. I wish this handbook had been available when I’d started my career in the healthcare learning arena!What is a fun fact about yourself or one sentence of advice you’d like to share?“It’s not what you know that matters; it’s using what you know to help others do greater things than you’ve ever done.” —Giancarlo Brotto

Electronic Health Records Training: Q&A With Christine Reyes

Adaptability is a critical skill for leadership capability, career potential, and working relationships. Therefore, it is vital for talent development (TD) professionals who face countless situations that test their ability to adapt—from reacting to unplanned modifications in the training they design, to implementing new learning technologies, to adjusting to their organization’s shifting needs. In Adaptability in Talent Development, TD expert Esther Jackson takes you through a process of raising your self-awareness and developing an adaptive mindset.What prompted you to write about adaptability?I was always captivated by behavior profiles and emotional intelligence. I heard a speaker talk about great leaders being high in the Qs. This speaker proceeded to talk about emotional quotient (EQ), but he also discussed a new one for me—adaptability quotient (AQ). EQ I knew, but what was AQ about? I just had to find out, so my research into adaptability began there, which was several years before the book was published.The Qs, or quotients, are the actual measures from the tests for one’s emotional, adaptability, or other intelligences. I was intrigued because it was used in reference to one’s leadership capability. In my research, I saw that there was an abundance of content on EQ and emotional intelligence but little on AQ and adaptability intelligence. The more I learned about adaptability and AQ, the more I wondered why additional attention was not given to it for leaders and talent development professionals. I wanted to address this gap in the field of talent development. This topic seemed like unchartered territory that was ready and waiting for me.What is adaptability?Whether you are dealing with sudden changes in client needs with remodeled products or responding to COVID changes with training for remote work, it requires adaptability. It is a way of applying skills that allow you to understand the problem(s) because of a change. Research the problem, demonstrate curiosity about what is possible, apply collaboration to solve it, and take risks when needed.Where does adaptability show up?Adaptability shows up everywhere. If you are looking for it, you will find it, and the search isn’t hard. The need for adaptability is more prevalent than ever. Maybe you are in a team meeting and an unforeseen problem arises. You have an idea. Do you share it? Do you discuss it with colleagues or a few other business areas to vet it out and see if it would work? Do you conduct research on your idea, if applicable? Do you seek out an opportunity to take a risk with it? Do you consider writing an article on it? These are actual questions I asked myself as I considered the adaptable moments I was allowing to slip away.Why do talent development professionals need adaptability?The pace of today’s changes continues to accelerate. Adaptability is the key factor that helps TD professionals expect, recognize, and process changes. Although we can’t plan for what the unexpected will be, there are proactive steps we can take. Response to change with adaptability includes demonstrating resilience and seizing opportunities as they arise. These are areas to target for development in others, but we must apply and demonstrate them ourselves first. The game changer is called “adaptability.”I often receive questions about adaptability in relation to change management, so I wanted to make sure I included the distinction in the book. You can’t say that one is proactive and the other is reactive. A reaction to unplanned conditions might be to implement a change to adapt, which may require change management.We are seeing more and more organizations recognizing the need to respond to external changes in the community and internal changes that prompt them to adapt to new policies such as DEI and working from home. Adaptability is integral to maintaining a competitive advantage. For example, let’s say your organization deems it necessary to adapt with advanced technology. Many organizations are doing digital transformation for this reason. It is still a form of adaptability. When it comes to adapting, it is not only applicable to the executive team or leaders alone. Leaders can cultivate a culture of adaptability. However, everyone has a role in adaptability. Every individual can influence others in being flexible, open, and resilient. When it’s done well, this can promote a thriving organization.What is so important about this topic now and for the future?Until the end of time, things will continue to change. What does that mean for us? We will always have a need and the opportunity to adapt. Research shows that individuals with a high AQ experience greater success professionally. They also have more success in relationship building. Talent development professionals with a high AQ survive professionally and their organizations prepare for change despite the uncertainty that comes with it. There is a growing need for TD professionals who can assist in training and developing a workforce that can adjust quickly, demonstrate flexibility, and thrive with constant change. Innovation and creativity in designing learning materials to target those needs are also in high demand. Adaptability skills will always be crucial to success in one’s profession and career regardless of any new name or label we may give it in the future. It is not enough to know what it is. You should be working to stay ahead—Adaptability in Talent Development is how you do that.What are key connections to adaptability that are often overlooked?A few key connections to adaptability we can often overlook are interpersonal communication, DEI (diversity, equity, and inclusion), and emotional intelligence. The common denominator among these areas is the involvement of people. From my experiences, I have observed individuals who are open to diverse cultures are better able to demonstrate openness, positive thinking, and creativity. I have seen how individuals who champion equity and inclusivity develop greater levels of empathy which are evident in the way they engage with others along with the level of engagement they receive in return.In the midst of demonstrating adaptability, you depend on others to understand change situations, adjust to new teams with diverse people, involve them in problem solving, address diverse needs, manage relationships, and manage yourself in the midst of unplanned change.What was the most surprising thing you discovered while writing your book?One intriguing discovery was how rewarding it can be for ourselves and those around us when we are intentional about our adaptability climb. We tap into a greater aspect of ourselves when we can overcome our discomfort with uncertainty.**How can those who are not talent development professionals benefit from reading the book?**I focused on talent development professionals as I wrote this book, but the content and the tools have much to offer for anyone aspiring to unleash their maximum potential. There is a model, a development plan, and a career checklist that can be applied by anyone regardless of industry and role in the organization’s hierarchy.The need for adaptability is not limited to our professional lives. We face countless situations requiring us to adapt. You are forced to relocate for a job. Your child leaves home for college. You must adapt, and you also find ways to help your child adapt and adjust to some changes they did not expect. An immediate family member develops an illness, and you have to adjust to new conditions in your home. These are only a few examples of the personal call for us to adapt time and time again. The value is in recognizing that when you harness the skills you will gain from applying what’s in the book, you can experience the positive impact personally with the situations that can arise unexpectedly.What is an example of a takeaway that readers can use immediately?When it comes to takeaways, Adaptability in Talent Development is full of them from cover to cover. One I think that stands out is the A-D-A-P-T model:Assess (A) your current state of adaptability or know how you measure up.Determine (D) the desired state of adaptability for yourself.Analyze (A) the resources you have or can obtain to address the gap between your current and desired states.Prepare (P) for achievement with your adaptability goals.Take action (T) with the execution of your plan.Developed from my experiences with clients and through my training, this model applies a step-by-step process for planning development leading to a high AQ. It is an immediate takeaway that readers can implement to build their own adaptability and the adaptability of others through training that targets that skill.What is something that readers can get from the book which they will not gain from a webinar or course?If you think that a webinar or course will give you everything this book does, then you are mistaken, and you just might miss the adaptable you who is waiting to be unleashed. This book provides the level of detail and context that are not captured in a course or webinar. Unlike books, courses and webinars are designed to give you minimal pieces of information. This book takes you on a journey and sets you on a path for immediate application while giving you the ability to pace yourself. Each chapter prompts you with targeted questions and actionable items. A course or webinar is one and done while this book gives you pause points allowing for you to apply what you read then return for more when ready.About the AuthorEsther Jackson is a project manager, college instructor, instructional designer, and trainer. She focuses on the evolving learning needs and expectations of today’s multigenerational workforce. Esther has a proven track record of equipping people with the skills and knowledge to face challenges amid constant change by addressing the employee experience, workforce engagement, performance, and professional development. Esther acquired more than 20 years of combined experience in HR leadership, project management, talent development, and diversity and inclusion.Esther serves as a national advisor for chapters with the Association for Talent Development (ATD) and has held various roles with the ATD Detroit Chapter, including president. Esther has a bachelor’s and master’s degree in education from Wayne State University and a doctoral degree in higher education and adult learning from Walden University. She also holds an AQ Foundations Certification from AQai.About ATD and ATD PressThe Association for Talent Development (ATD) is the world’s largest association dedicated to those who develop talent in organizations. ATD’s members come from more than 120 countries and work in public and private organizations in every industry sector. ATD Press publications are written by industry thought leaders and offer anyone who works with adult learners the best practices, academic theory, and guidance necessary to move the profession forward. For more information, visit td.org/books.Adaptability in Talent DevelopmentISBN: 9781952157516| 160 Pages | Paperbackhttps://www.td.org/product/book-adaptability-in-talent-development/112110To order books from ATD Press, call 800.628.2783.To schedule an interview with Esther Jackson, please contact Kay Hechler, ATD Press senior marketing manager, at khechler@td.org or 703.683.8178.

Adaptability in Talent Development: Q&A With Esther L. Jackson

ATD Talent Development and Training in Healthcare Handbook (ATD Press, November 2021) addresses the many opportunities and challenges TD professionals face in the growing and rapidly changing healthcare space. Effective talent development is the thread that weaves through an entire healthcare organization to ensure it is up to standard with the latest practices in treating patients while providing a safe and engaging environment for staff. TD professionals have the unique role of tying together organizational and employee advancement in healthcare systems—and likewise, this handbook dives into areas for business and professional evolution.Written by 25 fellow healthcare practitioners with extensive experience in the field—from nurses, physicians, and administrators to instructional designers, chief learning officers, technology experts, and leaders across the industry—the book covers six key themes across 26 chapters:Learning and development basicsOrganization developmentEmployee developmentBusiness acumen for the health systemDigital transformation and literacyPatient-centric careLearn more about Scott Kashman, market president for St. Dominic’s and the Franciscan Missionaries of our Lady Health System (Jackson Market), and his chapters on leadership development, business acumen, and well-being in this spotlight Q&A.How have your experience(s) in leadership development, business acumen, and well-being shaped the best practices you shared?Leading with a strategic lens, being grounded in operations with the support of a healthy team provides a balanced leadership approach. Based upon experience, I find these three need to stay in harmony or else an organization will achieve inconsistent performance and team engagement.Leaders should engage the hearts and mind of their team by providing a clear vision and sharing the importance, purpose, and why behind the vision. Then they should step back, trust, empower, and support their team as they develop plans and achieve the collective goals. While it sounds basic, it is not always practiced consistently. If you re-enforce how much the team is valued, cared for, and connected, you will unleash the full potential of your organization.How do you foresee advancement of talent development in these areas within healthcare? (i.e. in an ideal world, how do you see this area flourishing for employee or organizational development)?Developing talent takes an ongoing commitment by healthcare leaders and organizational development specialists. Ensure leaders know how to coach other leaders and staff. Many leaders mentor others by telling them about their own experiences and having others shadow them. Learning to be leader-coach takes a different skill: being present and focused on the person you are developing. By asking questions, staying curious, and allowing others to find the answers within, you will create the necessary bandwidth to solve for new and emerging opportunities.What is something unexpected you learned while working on this book?Through this process, I had a chance to connect with other authors. It broadened my understanding of the many facets that contribute to talent development. I appreciated learning from my colleagues and applying these skills within my own leadership practice.Is there something professional or personal you are proud of accomplishing in the past year?Holding space for others to develop personally and professionally. Completing a coaching certification through the NeuroLeadership Institute helped me think differently about how to coach and develop others. For more than a year I was fortunate to develop a strong, healthy leadership team across my previous health system. This served as a foundation of collaboration and trust as we opened our incident command in March 2020 and started navigating through the pandemic. At the same time, we engaged our community partners and internal team to advance our quality, safety, and overall performance.What is a fun fact about yourself or one sentence of advice you’d like to share?Start with self. In the past, I ran many marathons, counseled patients as a psychiatric counselor, joined an improv comedy troupe, and worked on stage at a karaoke bar (and I’m a terrible singer). Each of these experiences shaped my leadership, focused on humility, strategy, operations, and the health of a team.

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