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Kate Day is director of the Cisco Sales Associates Program. She has 25 years of professional management experience that includes international technology sales, operations, strategy, and business development.

Kate Day

June 2012 - TD Magazine

Learning at the Speed of Life

All managers are bound to experience a bad day at some point. Katy Tynan offers some strategies for staying cool under pressure.

Leading From the Hot Seat

Katy Geraghty is the head of global onboarding at Accenture. In her 23 years with Accenture, Katy has “grown up” in the human resources space, with most of her time spent looking after strategic global programs. Leading global onboarding means that Katy’s team has the tremendous opportunity to capture the hearts and minds of more than 100,000 new joiners. They continually innovate to create an exciting new joiner experience that begins the moment a new joiner accepts their offer to day 365 of their career at Accenture.

Katy Geraghty

Katy Tynan is the bestselling author of practical guides to career transitions, and an internationally recognized expert on how work is evolving. In a world where 70 percent of employees are disengaged, Katy helps organizations ditch out of date management practices and create an inspiring, engaging culture.Over her 20 year career in IT and operations consulting, Katy has advised hundreds of organizations on how to find innovative solutions leveraging technology and human capital for competitive advantage. Katy has been part of multiple successful startup exits including Winphoria Networks (acquired by Motorola in 2003) and Thrive Networks (acquired by Staples in 2007).Katy is currently Managing Director of CoreAxis Consulting, a leading talent strategy and elearning and training firm based in Boston, Massachusetts. Katy is the author of Survive Your Promotion! The 90 Day Success Plan for New Managers, and her most recent book Free Agent: The Independent Professional's Roadmap to Self-Employment Success.

Katy Tynan

One of the key roles of talent professionals is to lead the competition for talent on behalf of their organizations. However, the day-to-day responsibilities for keeping talented people fall to managers who must recognize their powerful roles in the

Take Off Your Coat and Stay a While: Extend Employees' Stay!

You have a network and ways to upskill, even from afar.During recent months, many of us may feel as though we’ve lost our network. It’s no longer easy to pop by a colleague’s office and bounce off ideas for a new training program or discuss a new tool. However, the Association for Talent Development has several resources that can help make up for the peer expertise you feel you’ve been missing.Ask a Trainer. This online question-and-answer column featured on TD.org seeks to be responsive to real-world talent development problems, reflecting what’s on practitioners’ minds and offering practical guidance. The series enables talent development professionals to ask questions anonymously and receive advice on training dilemmas, instructional design snafus, e-learning challenges, and any other stumbling blocks that come their way. Originally featuring Tim Slade answering questions, the column now includes guest columnists weighing in.For example: Do you have multiple generations in your training audience? How do you deliver effectively to all of them? Management and generational diversity expert Bruce Tulgan answered this diverse audience question. The individual who submitted the question posited, “Younger learners seem to respond to a more conversational facilitation style and appreciate interaction, while older learners seem to be less bothered by lecture.” Tulgan advised, “No matter what, I try to teach like I’m talking to each and every individual. Whenever possible, we survey the audience in advance to find out what’s bothering them and what their learning goals are.”Other columns have addressed such topics as how L&D professionals can support frontline workers, ways to develop an online learning support system, and how to prove the value of talent development in a down economy. Submit your pressing talent development questions to askatrainer@td.org.The Accidental Trainer. This bi-monthly podcast series, which kicked off on January 20, features interviews with renowned experts in the talent development field. Among them have been Elliott Masie, Karl Kapp, Connie Malamed, and Bev Kaye. Moderated by ATD’s Career Development Content Manager Lisa Spinelli and sponsored by GP Strategies, The Accidental Trainer has relayed expert advice on such topics as how to stay on top of trends in technology, why talent is everything, and how to gain confidence in your training delivery.An especially timely guest was Whitney Johnson, author of Disrupt Yourself: Putting the Power of Disruptive Innovation to Work. Given the massive upheaval these last few months—to our businesses and to the way we do work but, most importantly, to life in general—how can you manage more easily? That is a challenge regardless of the circumstances behind it, even when we disrupt ourselves. Gather some tips from Johnson and hear how she has managed during challenging times. (Bonus: Access Whitney Johnson’s Disrupt Yourself podcast for further tips.)Friday Twitter Chat. When the COVID-19 pandemic first began, most of us (who weren’t already doing so) began working from home. Even for those who had been working remotely, things likely felt different: uncertain, scary. To help connect and share what we are going through together, ATD began Friday Twitter Chats, beginning at noon ET. Participants have talked about how they’re staying productive and healthy and about how they’re supporting each other. Niranjani Chidamber Papavaritis, manager of ATD’s healthcare community, mentioned that she asks about others’ well-being rather than jumping right into work discussions. For her own health, she takes breaks to focus on deep breaths throughout the day and to clear her head.On March 20, participants shared some of their virtual training tips—including suggestions on engaging learners in the virtual environment and advice for first-time virtual trainers. A recap of the conversation is available at TD.org.What are you learning? Take part in the next @ATD chat to share and learn from your talent development colleagues.ATD Virtual Training Resources. Many in the talent field are embarking on training, managing, collaborating, as well as other processes virtually for the first time. That’s why ATD has pulled together some of its best resources on virtual training in one place. Watch, read, and learn. And discover how you can access additional resources. Check out “6 Things to Consider When Transitioning to Virtual Training,” “Remote Workers Need Real Communication,” “Producing Virtual Training Certificate,” and much more.Times are challenging, but now is also a great time to grow yourself so you can continue to upskill and reskill learners.Share your ATD Virtual Conference experience on social media. #ATDVirtualConference

ATD Resources to Keep You Connected

Holly Maurer-Klein is a vice president of HR/Advantage Advisory. She has worked extensively in the human resources field as a senior-level practitioner and adviser to both large and small businesses. She handled all aspects of human resource management in her previous role for a rapidly growing relocation services provider for five years.Prior to joining HR/Advantage Advisory, Holly was president of an HR consulting firm that focused on providing strategic advice and day-to-day HR support on recruiting, compensation, and employee relations to a variety of corporate and nonprofit entities. She also served as managing director of the Human Resource Management Group at the Pittsburgh Technology Council. Holly is a frequent presenter, including being selected as a speaker at the 2006 national SHRM conference on the topic “Introverts and Extroverts: How much Space is Too Much Space?” A graduate of the Entrepreneurial Fellows Program at the Katz Graduate School of Business, Holly has a bachelor’s degree from Penn State University and holds both SHRM-SCP and SPHR credentials. She is also a winner of the PA Department of Community and Economic Development’s “Best 50 Women in Business” in Pennsylvania.

Holly Maurer-Klein

Billions of dollars are spent on leadership development, and yet, our leaders are not ready for today’s challenges. Research increasingly shows that most programs are failing.Read our whitepaper to explore the research and how to fix your leadership program. Leadership Development for Long-Term ChangeWhat makes a leader? Psychologist and leadership expert Daniel Goleman has researched this for decades. His answer is emotional intelligence. The need for it is greater than ever in today's complex global world. Linear thinking and command and control were successful after the industrial revolution, but people now expect fluid leadership styles along with synergistic intuition.And these things can’t be taught. They have to be experienced, because to develop these traits, we need to tap into the limbic system. This area of the brain that deals with feelings, impulses, and desires is essentially the connection to emotional intelligence.As Goleman mentions in his HBR article “What Makes a Leader,” the “limbic system learns best through motivation, extended practice, and feedback.”Despite this, most leadership programs try to teach in ways that appeal to the prefrontal cortex, or in other words, the logical part of the brain. This makes little difference to leaders because we need to target the emotional brain, which requires a different approach. Successful leadership development programs need the following:Stories – By being exposed to international projects and assignments as well as various coaches, mentors, and stakeholders, leaders don’t just listen to different viewpoints. They also question their own mental models to start fine-tuning their leadership identities.Learning challenges – Without facing tough experiences in life, we never learn. So, we all need challenging projects and even so-called difficult people to grow. Making sense of it all – As we touched on in our blog on the comfort food of learning, vertical development allows leaders to change. Book clubs and group coaching are great examples because they provide multiple ideas whilst giving leaders the confidence to try things out in their day-to-day. Who Ate Our Culture?Management and leadership guru Peter Drucker famously said, “culture eats strategy for breakfast.” But who or what eats culture?We are our environments and vice versa. As such, we need both a learning culture and a safe environment that encourages individuals to challenge their biases and to come together for a common goal.However, most organizations promote individuals and support hierarchical career development rather than focusing on teams. As a result, self-interest takes over and your culture is devoured by the needs of a few elite individuals.As this paper on leadership development further explains, not only do most leadership development programs neglect the team, but they also often ignore politics.No one wants politics, but if we don’t talk about the issues and dangers, how can we hope to make leaders aware of the delicate balance between self-interest and the common good?To nurture the best culture for your organization, ensure:Cohort learning – As previously explained in “How to Stop Failing at Leadership Development,” learning should involve the community. Groups that co-learn, for example, book clubs, develop a common language and way of behaving that inspires them to support each other.Inclusivity – Everyone can be a leader within their remit. In fact, the more people you develop, including low performers, the more you transform your culture and reduce politics.Measurability – Development programs are increasingly being measured with, for instance, the Kirkpatrick model. The Dupont Bradley Curve also gives you a useful framework to check in on culture. Make Your Transition to Modern Leadership DevelopmentDeveloping leaders, or any adult, is hard because it means we have to appeal to the emotional part of the brain. The one that’s wrapped in mystery and instinct.Nevertheless, book clubs are a powerful way to open up that mystery. They leverage the wisdom of groups and stories such that people can self-reflect and practice in-situ.Furthermore, a book club or group coaching session promotes social connectivity and co-responsibility that encourage people to grow into new perspectives and ways of being. As a result, you rewire some neural networks and you set the stage for long-term change.Don’t miss our whitepaper for all the details. 

How to Fix Leadership Development Programs for Actual Results

June 2022 - The Buzz

When these questions are presented sincerely, an employee‘s departure could be a growth opportunity for your organization.

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