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Larry A. Pace

Power To Change The Case of TVA

Larry D. Frazier is a senior leadership consultant. He received his Ph.D. in Leadership and Organizational Change from Walden University School of Management and Technology. He is adjunct faculty in the MBA program at the University of Maryland Global Campus, teaching leading organizations and people. He works with the Center for Leadership and Development (CLM), serves as a lead facilitator for Executive Survival Skills and Executive Potential Program where he trains senior leaders from federal and local government agencies.He is particularly interested in the practice of leadership and performance of teams, and his research has focused primarily on understanding the complex relationship between neuro-leadership, team dynamics, and performance. This includes not only how mindfulness practices can affect team dynamics, but also how team dynamics can affect team design. His research is particularly relevant to self-managing and autonomous teams. Through his personal experience and doctoral research, he has placed significant emphasis on the importance of learning and practicing the art of leadership. He is an Honors Graduate from the Institute for Ethnic Studies and Race Relations.

Larry D. Frazier

Larry Dressler has dedicated most of his life to understanding how people work out their differences, discover common ground, and mobilize collective action. As a young boy he attended schools where bullying, gang conflict, and violence were everyday occurrences. From an early age he learned to navigate the hallways and the larger world by deciphering subtle social dynamics and building resilient relationships. Over the years a central questions emerged for Larry: What are the human qualities that enable one to bring peace, clarity, and hopefulness into situations that are filled with conflict, confusion, and despair? Larry continues to embrace this question as a widely recognized organizational development consultant and process facilitator. He has consulted with hundreds of organizations, including Cisco Systems, Pediatric AIDS Foundation, Baxter Healthcare, New Belgium Brewing, Starbucks, Nissan Motors, and 1% for the Planet. His extraordinary skill and presence as a "gentle instigator of breakthrough conversations" have brought him to such diverse settings as the headquarters of companies in 30 industries, a circus school in Colorado, and a solar-powered chocolate factory in the Amazon rainforest. Today Larry spends his time helping leaders convene "think tanks" and "action learning experiences" aimed at fostering a more just society, restoring the natural environment, and creating a vibrant economy. He also delivers keynotes and leadership development seminars all over the world on Standing in the Fire™ and Fierce Conversations™.

Larry Dressler

Larry Mohl is vice president and chief learning officer at Children's Healthcare of Atlanta, where he is responsible for an integrated set of talent levers, including leadership and organization effectiveness, talent planning, and performance management. At Children's Healthcare, he is also responsible for clinical staff development, physicians' continuing education, and technology training, and he leads the development of human resources technology infrastructure. Before joining Children's Healthcare, he served as vice president and chief learning officer for American Express. He serves as vice president of programs for the Atlanta Human Resources Leadership Forum and as an adviser to the Human Capital Institute. He received an MS in electrical engineering from the University of Michigan and a BS in electrical engineering from the State University of New York at Buffalo. He holds three international patents in the field of telecommunications technology. He has been quoted in various publications, including Training and CIO magazines.

Larry Mohl

Learning methodologies are cheat sheets. The ADDIE methodology (analyze, design, development, implement, evaluate) was developed by Florida State University for the U.S. Army as a repeatable and standard set of tasks to create training. At the time of its creation, similar methodologies emerged in other areas. For example Tom DeMarco, Ed Yourdon, and Larry Constantine were developing SSADM (structured systems analysis and design methodology) for data processing's growing complexity. In all cases, methodologies allow teams to follow a repeatable series of steps, adjusted for the context of their project, to drive speed and quality. These methodologies were called Top Down and later Waterfall, and that's where the problems began to emerge. David Parnas (U.S. Naval research), in “A Rational Design Process: How and Why to Fake It,” writes: "Many of the \[system's\] details only become known to us as we progress in the \[system's\] implementation. Some of the things that we learn invalidate our design and we must backtrack." Top Down doesn't backtrack easily. It's more start over than backtrack, and no one wanted to do that. Imagine painting a family portrait and then having to add another person to it. The IT industry tried to mitigate Parnas' reality by creating RAD (rapid application development). Requirements were gathered and upfront focus groups with critical stakeholders and iterative prototyping were used to drive design and development. This solved most of the backtrack problem, but many IT teams struggled with prototyping that would never end. They called this death spirals.  SAM (Successive Approximation Model), created by Allen Interactions, has emerged as an alternative to ADDIE, especially when doing e-learning solutions to drive performance improvement. The kickoff focus group is called Savvy Start, and the risk of death spirals has been mitigated through three design and three development iterations. Allen Interactions's philosophy maps the purpose of this methodology toward driving performance. The current iteration of methodology is “Agile.” This approach challenges not only the accountability of roles and ownership of deliverables, but also flies in the face of current multitasking project work. The primary difference in this approach is that smaller chunks are completely finished through locked-down teams in a fixed period of time (sprints). This is not prototyping—the deliverables are complete, useable components. In my opinion, true Agile is difficult to implement in typical corporate organizations and cultures without creating a new and independent organization. The chief energy officer of Torrance Learning, Megan Torrance, has been successful in using Agile approaches to deliver e-learning to their customers through LLAMA (lot like Agile methods approach), their unique approach to agile. So, there you have it: a brief breakdown of the methodology wars. It’s up to you to decide which works best for your design plans. For a deeper dive into the various learning methodologies, join me for the next online workshop, Essentials of Learning Design Methodologies: ADDIE, SAM, Agile, and More.

Methodology Wars: ADDIE vs. SAM vs. AGILE

Marcus Buckingham is founder and CEO of TMBC. Marcus first conquered the bestseller lists in 1999 with First, Break All the Rules. While the title may imply an iconoclastic streak, his continuing plea for managers to break with tradition has nothing to do with rebellion; instead, he argues, rules must be broken and discarded because they stifle the originality and uniqueness—the strengths— that can enable all of us to achieve our highest performance. His latest book, StandOut, has launched not just a new strengths assessment but an entire productivity platform based on a new research methodology to reveal your top two “strength roles”—your areas of comparative advantage.  Marcus has worked with the world’s most prestigious companies, including Facebook, Toyota, Coca-Cola, Wells Fargo, Microsoft and Disney, to name just a few. His compelling message has also drawn attention from numerous media outlets. He has appeared on “The Oprah Winfrey Show,” “Larry King Live,” “The Today Show,” “Good Morning America” and “The View,” and has been profiled in The New York Times, The Wall Street Journal, USA Today, Fortune, Fast Company, and Harvard Business Review.

Marcus Buckingham

The previous blog on lessons learned highlighted the value of growth planning. Now, let’s examine a simple format for conducting this process that you can readily apply to any sized firm.Granted, there are many strategic planning models that make sense. Unfortunately, I often find them to be somewhat over-engineered and too complex to implement. Indeed, we’ve all heard or read the claim that nearly 80 percent of strategic plans fail to be executed. In fact, all too often, the plan stops short of a detailed road map describing how to navigate it to successful execution. Therefore, I find that the most important part of a strategic plan is how it describes what an organization needs to accomplish to achieve its goals. Basically, an effective growth planning process involves five simple phases:Mission, Vision, ValuesStrategic ImperativesKey InitiativesCritical ActionsEndings.Mission, Vision, ValuesAny size organization needs to fully understand:the guiding purpose for doing what it does (mission)what it wants to achieve at the end of the day (vision)the parameters that describe how it behaves in going about its business (values).Mission has a lot to do with defining who is being served and what is being offered. In other words, why does the organization exist? Vision involves articulating what the business will look like at some time in the future. It addresses the question: Where does the organization want to be? Finally, values describe the guidelines for how people behave in order to satisfy the mission and achieve the vision. That is, values focus on what the organization stands for.If these elements are not well-established, it is very difficult (if not impossible) to move forward with a strategic growth plan. These serve as the very foundation on which the rest of the plan lies, and to the extent they are tentative, so is the plan that follows.Strategic ImperativesThese imperatives need to describe the most critical elements the business must accomplish to achieve the mission and vision. These are the value-added directives that will lead to ultimate success of the business; they describe the “what” of the business. Leaders should follow a “less is more” mandate when determining these imperatives, wherein perhaps only three to five “must dos” make the list.Key InitiativesFor each strategic imperative there should be three to five specific projects or assignments that define the achievement of that imperative. These activities describe “how” the organization will achieve these imperatives, so it is important for them to be measureable and action-oriented.Critical ActionsJust determining “what” and “how” things need to be accomplished doesn’t take the planning process far enough. In fact, this is where many plans fail in execution. Again, only three to five critical actions should be attached to each key initiative. These will represent the specific activities that organizational leaders and teams need to carry out. Generally, these actions provide the “who,” “when,” and “where” milestones that assign accountability for managing these activities.EndingsOf course, there are many things going on in any organization—often, there are too many. Unfortunately, many of these activities are considered sacred cows or pet projects, and rarely add any true value to the business on closer inspection. Thus, they are most likely not aligned with the strategic imperatives necessary for growing the business.Consequently, these activities need to be either curtailed or, better yet, totally stopped.  But wiping the slate clean will likely have leaders questioning, reallocating, or even terminating the resources attached to them. This is where true discipline must reign—focusing on what must be done if the strategic growth plan is to achieve success.A process of this nature might take two to three days to map out, preferably with senior-level team members charting out the course. However, an argument can be made for the critical action phase to include a level or two lower in the organization—where work really gets done. At the very least, the critical action milestones must be shared with those responsible for carrying them out before they are finalized.Finally, it’s vital to put in place a process that communicates the plan to the entire organization and realigns key roles and activities to the strategic imperatives deemed critical to the business’s long-term success.Bottom LineAs you review the strategic growth plan of your business, does it cover all of these elements in enough depth that employees understand their respective roles in helping the organization achieve business growth? If not, what do you have to do to ensure that it does?

Growing Talent Management Firms: Strategic Growth Planning

“Great! Wonderful training! We talked a little bit, we laughed a little bit. So, what was the training about again?We’ve all been there. You went to an awesome training workshop, perhaps one on interpersonal skills or reaching inaccessible adult learners. You even got the big picture. But what happens when you can’t carry that big picture into the real world? In the world of learning and development—where engagement and interactivity rule—we often place a great deal of significance on the “Big Picture.” Unfortunately, we sometimes without emphasizing the tangible skills learners will use in everyday life. Think of learning as a takeout box. You want learners to receive skills they can “take away” and apply on the job. These skills are also known as transferrable learning. Here are four tips to help you give learners a box of goodies, instead of a cardboard box filled with Styrofoam. #1: Know Your Learners Adult learners know what they need, but you need to know what they need as well. Take a minute to understand learners’ needs and past experiences. There are several straightforward approaches to determine the needs of your learners. Simply asking them what they want to take away from the training session is effective. This strategy is also a great icebreaker, and participants will appreciate having a say in what they learn. If you want a more quantitative measure of your learners’ needs, a short pre-assessment at the start of a workshop is ideal. In a pre-assessment, you could ask what participants already know about a certain topic, three things they wish to take away from the workshop, and why they have chosen to attend this particular workshop. Both strategies create a dialogue and level the playing field between you and the learners. You might even take away a couple of workforce ideas for yourself! #2: It’s OK to Customize Learning Objectives Although learning objectives often are mundane and feel somewhat forced, they can be more fluid than you might think. Modify your objectives based on what your learners have identified as their needs; after all, you’ve created this learning experience for them, right? It’s also helpful to introduce learning objectives through specific workplace scenarios, which facilitate learners’ acquisition of a particular skill and its application to the workplace. #3: Rewind Review and refer to your learning objectives periodically throughout your learning experience. Your objectives shouldn’t feel rehearsed or scripted. The big picture is important, but connecting the dots and emphasizing the everyday experiences that create the big picture is just as important! Make sure that there are plenty of opportunities to introduce scenarios where learners will be encouraged to apply new skills. An even better idea is to allow learners to create their own workplace scenarios where they would have to apply their newly acquired skills. #4: Box It Up Don’t leave your learners with only a conceptual understanding of an abstract learning or communication theory. Give your learners concrete skills they can actually use in a working environment. Demonstrate what these skills look like in practice, or show them what happens when you don’t use a particular skill. Satirical, self-made YouTube videos (or perhaps one found online) are ideal. To encourage more active learning, plan a jigsaw activity where learners develop scenarios, swap them with other participants, and have them navigate the scenarios using their newly introduced skills. Activities such as these will allow learners to see the various ways a new skill can be applied to various workplace situations. It’s also important to package your learning. Now that you’ve given your learners the “what” and “how” behind a particular workforce development skill, give them a “so what” that addresses the overall purpose of using that skill. Hone in on the skill’s importance and why it should be transferred to the workplace. The box (or your presentation) should look polished, but it doesn’t have to be overly glamourous. After all, your learners are not consuming the takeaway box; they’re consuming the knowledge within it. Once these four tips are embedded in your training programs, learners will no longer exit your workshops uttering those dreaded words: “Great training! Now why do I need to know this again?” ATD young professionals are encouraged to get involved and submit content to ATD blogs. Find out more information about sharing your content. Attending the ATD 2015 International Conference & Exposition? View a list of events and activities for young professionals.

Takeout Learning: 4 Tips to Encourage Learning Transfer

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.

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