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Courtney Clark is president of Accelerated Resilience. After a series of major struggles beginning in her mid-20s, she has built two successful businesses and is the author of two books, including her most recent book ReVisionary Thinking. She works with people who want to adapt faster and achieve more, and has spoken worldwide to organizations like Procter & Gamble, Dell, S&P, Humana, Cisco, and Cardinal Health.

Courtney Clark

To be truly resilient in the face of change and challenges, we have to be less committed to a specific version of life and instead be willing to rewrite the story. So how can you (or your organization) let go of your old plan and begin building a new

The Science of Changing Your Plans

ATD Career Week 2015 (September 21-25), sponsored by Degreed, offers a great line-up of activities. Indeed, no matter where you are in your career journey, there’s something for you!Early CareerIf you’re thinking about changing careers or getting into the field of talent development for the first time, don’t miss the webcast, “How to Get Started in Talent Development,” on Monday, September 21st at 12:00 p.m. Facilitator Marilyn Feldstein will review potential careers tied to talent development and how to match your skills with what employers seek. Mid CareerIf you’ve been wondering whether or not to pursue your CPLP certification, this webcast can help you make an informed decision. ATD Certification Institute staff Jennifer Naughton and Diane Daly will answer your questions on Tuesday, September 22nd at 3:00 p.m. during the webcast, “Is CPLP Certification Right for You?”   What’s more, all week long, we will provide FREE access to the ATD Career Navigator, a tool that enables you to evaluate your skills against the ATD competency model. Typically a member-only benefit, this tool can help you to assess your professional readiness for new opportunities, as well as identify skill gaps that you may have for your current position. Access to this valuable tool at www.td.org/atd-career-navigator.  \[You will need to login to the site, but you will not need to be a member if you use this link\]. EveryoneMost people don’t enjoy networking, or they are unsure how to do it effectively. Join Dorie Clark, one of our members’ favorite speakers, on Wednesday, September 23rd at 3:00 p.m. for the webcast, “Stand Out: Networking.”Also, nearly 70 percent of training is still delivered in instructor-led courses. Yet, there are currently more than 1,200 sources of learning content in dozens of formats, and workers are increasingly choosing options that fit into how they learn on the job. Join Eric VanDerSluis, Comcast's senior director of talent and professional development, and Todd Tauber, Degreed’s vice president of product marketing, for the webcast, “Reinventing L&D for the Next Generation of Learners,” on Thursday, September 24th at 2:00 p.m.Looking for a New Opportunity?If you’re looking for a new opportunity, be sure to sign up for our Virtual Career Fair on Tuesday, September 22nd from 12:00 to 3:00 p.m. Or check out the most recent job postings on the ATD Job Bank.Career Development HelpPerhaps your managers need help developing effective IDP’s for their employees? Check out the new TD at Work, “Managers Guide to Employee Development” for a primer on how to talk to employees about career and development plans.Finally, be sure to take a look at the TD at Work Career Management Collection for three great issues of TD at Work that address how to keep your career and personal life on track.

Access Career First Aid During ATD Career Week 2015

Clare Jeong is a senior manager specializing in talent management. With a degree from Princeton University and a career rooted in fostering growth and equity within organizations, she’s passionate about cultivating environments where individuals can thrive and advance their careers. Her professional journey began in Learning & Development, where she honed her skills in facilitating transformative learning experiences and empowering individuals to reach their full potential. She has since transitioned into broader talent management roles focused on driving initiatives related to employee engagement; diversity, equity, and inclusion; performance management; and talent management. Clare is committed to creating inclusive cultures that celebrate diversity and empower all employees to thrive. 

 Clare Jeong

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

A well-crafted strategy is about making intentional choices that position organizations for long-term success. A thoughtful approach defines where you’re going and lays out a clear, adaptive path forward that everyone within the organization can understand. Great strategy goes beyond planning—it’s about centering people, creating alignment across the organization, and developing resilient and responsive plans. Here’s how organizations can bring strategic alignment and planning into focus.The Key Elements of a High-Impact Strategic PlanA successful strategic plan engages stakeholders, translates complexity into clarity, and provides actionable steps forward. Based on insights from diverse industries, high-impact strategies tend to include these foundational elements:Clear insight: Effective strategy starts with a clear understanding of the organization’s current reality. Leveraging data and insights from both internal and external sources reveals opportunities and pinpoints challenges, building a strong foundation for decisions.Stakeholder engagement: Building a strategic plan is as important as the strategy itself. Engaging a range of perspectives across the organization supports buy-in and ensures that diverse needs and ideas are represented. A shared commitment emerges naturally when the process includes the voices of those affected.Clarity (not certainty): A great plan is clear, accessible, and memorable even amid the ever-increasing velocity of change affecting the business environment. While strategies often include detailed steps, the essence should be easy to communicate and inspire everyone involved, serving as a guide that motivates people to act even in the face of adversity and business challenges.Purposeful prioritization: Successful strategies provide focus, helping leaders and teams prioritize what matters most. With clear priorities, leaders can make informed decisions about where to direct resources and energy—guiding what to pursue and what to pause.Adjustability: Strategy is not a one-time event. A dynamic plan is regularly refreshed, keeping it relevant and aligned with the organization’s evolving landscape and goals.A Framework to Establish a Foundation for ActivationStrategic alignment and planning aren’t one-size-fits-all. Every organization’s journey is unique, requiring a tailored approach that meets specific needs—whether through targeted prioritization, collaborative strategy development, or a comprehensive, multi-year planning effort.A strategy succeeds when it’s embraced by the people who carry it forward. The best strategies are developed with an eye toward activation—doing so will transform the strategy from ideas on paper into actions that drive progress. Use the following strategic planning framework to establish the foundation for successful activation:1. Assess: Begin with data collection, interviews, and a thorough assessment to establish a baseline understanding. This stage reveals valuable insights and identifies critical factors needed to move forward.2. Envision: Strategy gains momentum when leaders collaborate to define a shared vision for the future. Through structured visioning sessions, organizations can establish a clear, mid-term outcome that anchors the strategic plan.3. Align on priorities: With a vision in place, it’s time to set priorities, create a change narrative, and establish metrics for success. Tools like strategic dashboards can provide ongoing visibility into progress and impact.4. Activate: Effective activation includes planning for communication, ensuring teams understand and support the strategy, and assessing readiness for change. This is the point at which strategy transitions into action.How to Elevate People-Centered Strategy at Your OrganizationA strategic approach that resonates with people at all levels creates authentic and meaningful alignment. Organizations can elevate human-centered strategy through the following methods:Collaborative workshops: Bringing stakeholders together to co-create clarity accelerates alignment and enhances buy-in. Visual tools, design sprints, and collaborative frameworks are effective for simplifying complex ideas and building consensus.Narrative and visualization: Translating strategy into compelling, accessible visuals and stories makes it easier for everyone to connect with the purpose behind the plan. Design assets and storytelling transform strategy from abstract ideas into inspiring, relatable messages.Develop buy-in from the start: Strategic plans reach their full potential only when followed by actionable, continuous alignment. Ensuring there’s support for ongoing execution and a willingness to adapt over time helps keep momentum alive.Consider an example from the healthcare sector, where a major professional association faced declining membership and financial strain. With new leadership in place, the organization sought a strategy that would stabilize its operations and enable growth. By conducting a thorough assessment, gathering input from stakeholders, and developing a comprehensive four-year plan, the organization transformed its trajectory. The results were clear: a 33 percent increase in revenue over three years, improved engagement, and renewed alignment around a shared vision. With a thoughtful strategy and commitment to people-driven activation, the association strengthened its role and impact in the healthcare industry.A successful strategy is one that people believe in and are motivated to carry forward. When leaders commit to creating clear, inclusive, and adaptable strategies, they set the stage for lasting impact. By centering on people and creating alignment across every level, organizations can build a resilient foundation for sustainable growth and transformation—driven by strategy, supported by people.

Drive Action With a People-Centered Approach to Strategic Planning

Have you ever wondered what truly lies at the heart of a successful coaching relationship? While methods and techniques are important, mutual respect and trust serve as the fundamental components of any successful coaching relationship. Coaching agreements, even the best ones, often fall short without these essential components. So, how can you, as a coach, create an environment where your clients feel valued, respected, and empowered to grow?1. Active Listening: The Gateway to UnderstandingActive listening is one of the most crucial skills in establishing trust and safety. Clients are more willing to open up and participate in the coaching process when they feel heard and understood. Active listening includes observing the client’s tone, body language, and underlying emotions in addition to hearing what they are saying. Often it involves hearing what the client is not saying. Coaching research highlights that active listening creates a safe space where clients can express themselves without worrying about being judged.Maintaining eye contact, nodding to indicate understanding, and briefly summarizing the client’s words to guarantee clarity are all important components of active listening. By doing this, you show them that you value their input, which in turn establishes trust and safety.2. Empathy: Connecting on a Human LevelOne’s ability to understand and connect with another person’s emotions is known as empathy. Empathy is crucial for developing solid rapport with clients in coaching sessions. Research suggests that clients are more likely to fully participate in the coaching process when they perceive their coach to be truly interested in their experiences and feelings.Empathy involves putting yourself in the client’s shoes and acknowledging their emotions without trying to fix or change them. It’s about being present and offering support in a non-judgmental way. Empathetic coaching, according to research, improves client outcomes by making clients feel understood and supported.3. Establishing Clear Boundaries: Defining the Coaching RelationshipIn a coaching partnership, mutual respect starts with clearly defined boundaries. By defining boundaries, you can make sure that the client and the coach are aware of the parameters of the relationship and what is expected of them. Establishing limits clearly helps to avoid misunderstandings and fosters a professional atmosphere where trust can grow.At the start of the coaching session, talk about expectations in order to set boundaries. Clearly define the roles and responsibilities of the coach and the client, and be open and honest about the boundaries of the coaching relationship. In addition to promoting respect, this clarity gives clients the confidence to take charge of their own journey.4. Consistency: Building Trust Through ReliabilityTrust in any relationship, including coaching, is based on consistency. Clients feel safe and confident in the coaching process when coaches exhibit consistency in their conduct, communication style, and approach. Consistency demonstrates reliability, which is crucial for building and maintaining trust.To guarantee consistency, be punctual, honor your word, and maintain a steady approach in your coaching sessions. Clients are more inclined to put their trust in a coach who is consistent and fosters a solution and growth-oriented atmosphere.5. Authenticity: Being Genuine in Your Coaching ApproachIn the coaching context, authenticity refers to being genuine to oneself and completely present with your clients. When a coach is sincere, it is apparent to their clients, and this authenticity builds greater connection and trust. Authenticity involves being honest about your thoughts, feelings, and experiences while maintaining professionalism.By being authentic, you show your clients that you are not just a coach but a real person who cares about their growth and success. This honesty encourages clients to be authentic in return, creating a coaching environment where mutual respect and trust can thrive.The Foundation of Successful Coaching RelationshipsCreating a culture of trust and respect in coaching is a continuous process rather than a one-time endeavor. You can establish a coaching relationship that enables your clients to realize their greatest potential by cultivating skills like active listening, empathy, boundary-setting, consistency, and authenticity. Never forget that developing a relationship of trust and respect with clients is the foundation of any successful coaching session. As you continue on your coaching journey, consider how you can further develop these essential skills. What steps will you take today to build stronger, more trusting relationships with your clients? 

5 Essential Skills to Strengthen Trust and Respect in Coaching Sessions

Self-directed leadership development has been on the rise for the past few years, but why? Because it’s easy to deploy, people can do it when it’s convenient for them, and people can pursue the topics that are of value to them. But if it isn’t structured properly, it can backfire. So it’s important to understand how to leverage it for the best results.What Is Self-Directed Learning?It’s just as it sounds: a learner taking responsibility for their own learning. They decide what they need to learn, set their own goals, and choose which resources and strategies will work best for them. Above all, they create their own learning plan. They are also in charge of carrying it out.So, what is self-directed leadership development? It’s when someone creates their own learning path to grow their leadership skills. They take the reins of their own leadership development journey and execute it on their own terms. This approach can create a worry that people simply won’t do follow through. This worry is the number-one problem with self-directed leadership development. Leaders (even highly motivated learners) are busy. And it can be tough for them to make the time for development when they already have a crushing to-do list. For most companies, the reaction to self-directed learning is mixed. In DDI’s Global Leadership Forecast 2021, about 24 percent of learners said they wanted more access to self-directed learning through online learning libraries. Meanwhile, 39 percent said they wanted more formal training. Is it possible to use self-directed leadership development effectively? Yes, but with some caveats.What Leads to Self-Directed Learning Going Well?How the company sets up and supports learners in a self-directed leadership development program has a major impact. Six key factors influence success:1. There’s a thoughtful communication strategy about the value behind the learning and when, where, and why learners should use it.2. Internal senior leaders within the company are sponsors of the program and advocate for using it.3. The learning isn’t done in isolation or “thrown over the wall.” There is guidance for learners about which courses or modules would be most impactful for them based on their leadership level and the leadership challenges they face.4. The company personalizes learning based on the specific needs of the individual learner.5. Even though the learning is self-directed, the company still provides opportunities to network with peers easily. Leaders should share what they’re learning, how they’re applying it, and how they’re using it to overcome challenges.6. The leader’s manager clarifies how self-directed learning is connected to the leader’s individual development plan.What Leads to Self-Directed Learning Going Poorly?While self-directed learning can go well, there are also situations when it can be risky. For example, self-directed learning will likely go poorly for the learner if the company:Makes self-directed learning available but doesn’t provide guidance on how to use it. HR says, “Here you go! Best of luck.”Doesn’t tell learners why and how the learning experience will benefit them.Doesn’t offer incentives to learners to complete the learning.Doesn’t reinforce the benefits of completing the learning. If new skills aren’t reinforced or made into habits early, then the learning won’t stick.Makes no tie to how the learning connects to the leader’s personal development plan.Offers inconsistent content. For example, many learning libraries offer a huge array of content, often with multiple courses on the same topic. How does the leader know which is best? Additionally, if leaders all take different courses on the same topic, there’s no consistency in the company’s approach to leadership and its culture.Doesn’t vet the learning first to make sure it’s in line with the company’s values. See this unfortunate example of inclusion training gone wrong.Includes only theoretical content with no opportunity for any practice or application.So when should self-directed learning be used, and when should it be avoided? And what are some best practices to ensure it’s effective? Read DDI’s blog for more.

Self-Directed Learning: What You Need to Make It Count

First impressions have gone digital, and people—whether a headhunter for a Fortune 500 company, curious colleagues, or fellow conference participants—are meeting the digital you even when the real you is otherwise occupied. Within the pages of Digital You: Real Personal Branding in the Virtual Age, William Arruda makes the case for why the digital you “needs to be as magnetic, human and engaging as the real you.” More importantly, he details with great clarity exactly how to make that possible.When Arruda—founder of Reach and CareerBlast.TV—penned this book, people knew little about personal branding. Even today, many people cannot tell you precisely what branding is about. And if you really what to render someone speechless, ask them to tell you about their personal brand.Cleanly divided into four parts, Arruda’s thorough guide on personal branding describes the different versions of you: real, virtual, visual, and social. Readers begin the journey to strengthen their virtual presence by gaining a deeper understanding of who they are in real life.Fun facts, pop quizzes, and brand hacks strategically scattered throughout Arruda’s book facilitate introspection and help make your journey to discovering the digital you an interactive and intriguing experience. By the time you are halfway through this 200-pager, you will have gained insights into your own personal brand and will have been tasked to use those insights to create a bio that’s LinkedIn ready.Arruda wants readers to see digital branding as an exercise in translation—that is, translating your own real-world narrative into a healthy digital brand. He guides you to uncovering and building your personal brand but takes it a step further by describing how to manage your digital presence in virtual spaces, such as LinkedIn. By offering practical tips from how to make your mark in virtual meetings to how people with common names can stand out online, the book is the prototype of practicality.Another highlight of Arruda’s read on personal branding is the comprehensiveness of his perspective. He explains how others qualitatively and quantitatively evaluate individuals’ online presence. A struggling virtual presence says much more about you than you realize, Arruda suggests. Lots of content about you online could mean you must have something to say, while little or no content may send the opposite message.Many will find that this isn’t a one-time read to pass on to a colleague but rather a comprehensive reference tool for professionals who choose not to leave their digital presence to happenstance. In plainly laying out the principles of personal branding, Arruda eradicates all excuses for readers to have digital brands that struggle to represent their true competence or charisma. “All strong brands are clear about their story,” says Arruda. Pop quiz: What’s yours?Join Arruda on Wednesday afternoon at 4 p.m. ET for a live session, where he will answer questions about personal branding.Share your ATD Virtual Conference experience on social media. #ATDVirtualConference

Make a Digital First Impression

Three years ago, I left my job as a high school English teacher to return to the corporate arena. I accepted a position as a trainer for a technology company supporting the financial services industry. During my first few weeks on the job, I kept hearing my teammates discussing studying for the Certified Professional in Learning and Performance (CPLP) credential. When I asked about it, however, my manager told me I didn’t have to worry about the CPLP because it was for senior team members only. Yet a year later, I decided to obtain my certification as part of my professional development goals. Although I was excited to start this journey, I was also apprehensive—no one else on my team had successfully completed the Knowledge Exam or submitted a Work Product. I thought that if the veterans on my team had not been able to complete their CPLP certification, then my chances were slim at best.Nevertheless, I still wanted to give it a try. I wanted the distinction that comes with this industry-recognized certification. Additionally, obtaining this certification would complement my master’s degree in adult education and training, and really make my credentials stand out from the crowd. Unfortunately, I knew I would not be able to handle preparing for the CPLP while taking grad school classes, so I decided to take a four-month break from school and focus solely on the certification.I consider myself a good test taker, so I was fairly certain I would be able to pass the Knowledge Exam with the right amount of preparation. I studied for about two months, setting aside one to two hours a day, and I used a combination of resources. One of the most essential was the CPLP Certification Handbook. I wanted to make sure I was focusing my attention on the right things as I studied, so the handbook was a constant reference. I used the ATD Learning System as well, along with the flash cards. I also took the practice CPLP exam to gauge my comfort level with the test structure and content. I must admit, I did not do as well as I expected to on my first try.On testing day I felt pretty confident, but was still nervous. As I progressed through the test, I began to relax a little because I was familiar with most of the content. When I pressed enter to submit my last response, I said a little prayer and waited anxiously for my results. I almost jumped out of my seat and let out a squeal of joy when I saw the word pass on the screen!With the Knowledge Exam under my belt, I turned my attention to the Work Product. My first thought was to focus on training delivery because it seemed to be the natural choice—I am a trainer, after all. After some internal deliberation, however, I realized I enjoyed instructional design more.My first Work Product submission did not score high enough to earn me certification, unfortunately. I was very disappointed, but determined to see this journey to a successful completion. As I prepared my second submission, I went back the handbook numerous times to see where I had erred in my first attempt. I discovered I had failed to include a thorough needs analysis, communication documents, and a sustainable evaluation plan, among other key elements.Knowing I had time before the August 22 deadline to review and finalize my Work Product, the procrastinator in me waited until the last minute to mail my submission. This proved to be a big mistake. I had a last-minute client training request that required me to be on-site in a different state. Preparing for the training session and finalizing my Work Product at the same time pushed my stress level to an all-time high. For a brief moment I considered not sending in my submission because I didn’t feel confident in my final product. I brushed that thought away and got to the UPS store just in time for the final pick-up of the day. After handing over my package to the clerk, I let out a sigh of relief and began the waiting period until the scores were emailed.When the email came, I hesitated before opening it. I didn’t think I could handle another disappointing score, but to my relief I had passed! I was officially CPLP certified. This time I did jump out of my seat and let out a squeal of happiness. It was one of the best feelings I have experienced in my career. I am proud and honored to be part of the distinguished community of CPLP credential holders.Learn more about the CPLP Certification.

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