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Lucy Ford is an assistant professor of management in the Haub School of Business at Saint Joseph’s University.

Lucy Ford

November 2012 - TD Magazine

Highlights of how a Fortune 50 training executive partnered with research experts to validate a leadership model for middle managers that is the foundation of the ASTD book, The Self-Aware Leader.

Validating a Leadership Model Pinpointed Self-Awareness as Key to Success

Lana has been an Instructional Designer and Senior Designer for major corporations including American Express Global Business Travel, Motorola, IBM, and Ford Motor Company. She has also managed her own company creating performance enhancements for companies such as DHL and Western Union. Her designs have been translated into over 28 languages and have been created for delivery using instructor led, elearning, distance learning, game design, video, and virtual learning. She is a member of ASTD, NASAGA, ISPI and has been published and presented at conferences. She earned her BA majoring in Fine Art and minoring in Marketing and her ME with honors from Indiana University in Bloomington. She earned her Master’s degree in Instructional Systems Technology with an emphasis in Multimedia and has been lucky to have studied under such gurus in the field of Instructional Design as Thiagi and Gagne. Her video productions have been aired on PBS and Discovery Channel.

Lana Meadows

When it comes to negotiating salaries, I often hear:“I was always taught that if you ask for more money during the interview, you won’t get the job.”“I blurted out an amount, and now I regret it. What if I don’t get the job?”“You can negotiate? I had no idea. I thought you always had to take the initial offer and that was it.”Sound familiar?Myth-BustingWhen you ask for more money during negotiations, what’s the worst-case scenario? You won’t get the job? Think again.According to Fidelity, 85 percent of Americans who countered on salary, benefits, other compensation, or all three got at least some of what they asked for.Approached properly, nearly any offer can be improved. Think total compensation, not only the monetary salary.MoneyTalking about money often makes people uncomfortable. But if you don’t talk about money during the interview process, it can cost you.A Glassdoor study found the average American could be earning $7,500 more per year than their current annual base salary. Ouch!Raises are based on current salaries. So, a lower initial salary has a compounding effect. Some studies estimate that failing to negotiate can cost you up to $600,000 or more over the course of your career. According to Linda Babcock of Carnegie Melon University, this cost can be as high as $1 million to $1.5 million over the course of a career.Why Negotiating Your Initial Offer MattersConsider this salary comparison:Initial offer: Janice takes the initial offer of $73,000. She gets a cost-of-living raise of 3 percent, so her salary becomes $75,190.Negotiated offer: Lori negotiates and starts at $80,000. Add the 3 percent cost-of-living raise, and her salary becomes $82,400.Impact: A difference of $7,210. And that’s just the first year.The increased salary also affects 401K contributions, bonuses, and more, because they’re often based on a percentage of one’s base salary.Show Me the MoneyWhile pay transparency has increased in recent years, with 60 percent of employers stating a desire to provide more transparency, not all employers take the same approach. One in nine workplaces admits resisting pay transparency altogether.If a salary or salary range is not provided in the job post, during the salary negotiation phase of your interview, your goal is to have the interviewer name a salary first. This gives you a starting point for negotiating.NegotiateTo position yourself effectively when negotiating your salary, use this framework:KnowShowOWNKnow: Know your value in the marketplace. Salaries can vary based on years of experience, level of expertise, role, industry, and geographic region. Several online tools can help you benchmark your market value, including salary.com, payscale.com, or your professional association’s latest salary survey.You can also explore sites like Indeed, Glassdoor, and Vault to get information. Better yet, talk to people you know in similar roles. Bonus: Talk with someone who’s recently left the organization where you’re interviewing and get the inside scoop on the salary range.This information gives you leverage.Know what you want beyond salary. You’re negotiating the whole compensation package. Does the company offer bonuses, stock options, hybrid or remote work, continuing education, paid time off (PTO), or paid sabbatical? Other perks may be available as well.When I coach people on salary negotiation, we dive deep and tailor the coaching, research, and strategy for their targeted role. Next, we role-play it. I play the role of hiring manager and ask tough questions.Does this work? Yes! My client Tracie said, “I was offered a position at a company I specifically targeted at 23 percent over my current wage.”Show: Show proof of performance through your documented achievements, special projects, and most importantly, your quantified results.Showing how you made money, saved money, or improved productivity in some way demonstrates to an employer not only that can you do the job but also that they’ll net an exponential return on their investment in your salary.A potential employer wants to know what’s in it for them (WIFT). Let this be your focus during an interview. It shows the contribution you can make to their success.Position your achievements in ways that are relevant to the organization and tie your work to the company’s goals. You’ll be able to do this more effectively by researching the organization ahead of your interview. This strategy also helps the interviewer (or your next boss) picture you in the role. For more power during your negotiation efforts, bring a plan demonstrating how you’ll hit your goals.People I’ve coached net results; this year one of my clients netted a $15,000 bump in base salary offer, a $10,000 sign-on bonus, more PTO, and a performance-based raise when she hits the goals she outlined during the interview.Own: You did the work. Own it! Communicate your results powerfully, positively, clearly, and confidently during the interview process.The work you do documenting your achievements—focusing on quantifiable results—will help you build your confidence, as will rehearsing your approach ahead of the interview.Congratulations! Now you’re ready to rock your salary negotiations!When you land your great offer…Get the Offer in WritingHandshake deals and verbal offers won’t do. Always get your offer in writing, including the extra perks you negotiated.Good luck! For more job search help, access my free job search action plan here.

How to Negotiate Your Salary During a Job Interview and Why It Matters

I want to talk to you about mobile learning experiences, but I have to talk to you about this really cool game first. No, come back! It’ll only take a minute. Two minutes, tops.Meet IngressIf you know me, I’ve probably bored you to tears about how much I love Ingress. But if I haven’t bored you yet, how lucky for both of us!Ingress is an Android device-based augmented reality massively multiplayer mobile game that is, essentially, a worldwide game of capture the flag. Players are aligned to one of two opposing factions who are seeking to control a mysterious force for the good of humanity—that good is interpreted differently by the opposing factions, naturally. Ingress is heavily location-dependent: players must use their Android devices in close physical proximity to “portals,” which are actual places such as landmarks, art installations, notable architecture, and so on,  in order to influence the game.(Cnet and Wikipedia offer slightly longer explanations of Ingress, if you’re interested. Or, you can just hangout with me. I will talk your face off about the game lore alone, I assure you.)While the game is addictive in ways that ever-present games can be (I’m talking about you, Koreen), Ingress adds a novel step by actually making players physically visit places to make things happen. When you play Ingress for more than a few days, you start to realize that everything about the game is geared to get you out of the house, into the streets, the forests, and local parks of your immediate area. People change their lunchtime and weekend routines in order to walk or drive several blocks (or miles) out of their way to interact with portals. Most importantly, they will often meet (in person!) people who they’d never have known and see things in their own town that they’d never have seen.The head of Niantic Labs has stated that the goal of his startup is to “develop products that facilitate interaction with the real world, both today and when computers become so integrated with our lives that they fade into the background.” This is increasingly evident as Niantic continues to fine-tune gameplay aspects to encourage and reward real-world, real-time collaboration and strategy. You’ve got to cooperate to succeed.Mobile or just pocketable?This brings me to my original topic: mobile learning experiences. As our mobile evangelists have been saying for some time, mobile learning is not simply e-learning on a small screen. While I believe that in the last year or so many of us have started to really understand this idea, I think there’s still a tendency to think more in terms of things like responsive design than mobile affordances when talking mobile.Are we trying to get current experiences to fit in our pockets, or are we trying to free ourselves to design something that meets our actual goals? I think that design of mobile learning experiences can in many cases take greater advantage of the ability of the learner to willfully change location (and context).A simple example of this is the “situated documentary” game Dow Day.Dow Day uses GPS to trigger experiences, including video, simulated conversations, superimposable images, and information, which augment reality in order to advance the learning activities. Items are collected along the way and can be used in game or traded with other players. Audio and video samples can be collected using the learner’s device microphone and camera. While it is possible to play aspects of the games using QR codes rather than GPS, the game is designed to get learners out into the real world environment where the events took place. (For a similar experience, see the NYC-based Jewish Time Jump, or somewhat less so in Albuquerque’s Mentira.)Of course, it doesn’t have to stop with location. Chad Udell recently mentioned that the Samsung Galaxy S4 has a temperature-sensing element. Think of the additional context-based performance support interventions that could be created with the addition of this one ability. Now think of the next layer of support when data accumulated over a period of time is aggregated and reported. (This is where xAPI comes in.)The main thing to remember is that the real innovation of mobile technology is not that we can transport our current performance support away from the desk, but that more of the world has fallen onto our palette. Let’s use it to create something meaningfully mobile.

On Mobility

How fortunate is the company that has a well rounded and well planned program for training its supervisors. In such a company, you will find the media of learning being permeated not only down through managerial ranks, but to all other employee categories to such an extent that the place literally radiates with enthusiasm, know-how and team work. How lucky for that company to have such a capable and understanding Director of Train-ing, upon whom so much of the operational and ultimate success of that plant depends.

Planning a Supervisory Program

Discusses issues related to diversity in the workplace in the U.S. Concerns expressed by business leaders about how to manage a changing workforce; Lawsuit against Lucky Stores for disriminatory practices.

Diversity Training Goes to Court

Mark Fernandes is Chief Leadership Officer  for Luck Companies. He  speaks to audiences worldwide on Values Based Leadership (VBL) and how it can ensure individuals to become all they are capable of becoming by living, working, and leading in alignment with their personal core values, principles, beliefs, and purpose. Fernandes currently blogs at valuesbasedleader.com and can be followed on Twitter @MarkSFernandes.

Mark Fernandes

Karen Hough explains how to use collaborative brainstorming to get ideas and plans into place quickly.

Improv in Change: Practice Readies You for When Luck Strikes

Some sales organizations have made innovation part of their culture. Others are still stuck, trying to understand how innovative thinking merges successfully with metrics and quotas. So, year after year, they turn to “selling a solution,” “spinning the sale,” “building the “relationship,” or “challenging the customer” as a way to boost sales.The problem is that, while the sales organization as whole predefines a solution or takes the customer through yet another new sales process, the sales team goes through the same old thinking patterns.Sales executives know they need creativity to produce new and better ideas, they just don’t understand how to get there. The first step in solving the sales innovation dilemma involves correcting some dangerous misperceptions about creativity.Despite popular belief, creativity is not just about those “eureka moments” or for the lucky few pegged to have natural talent. It’s also not about some innate quality that can’t be learned, or even tied to artistic abilities like visual or aural expressions of painters, poets, and musicians.Enter functional creativityFor business, it’s more appropriate—and useful—to consider something referred to as “functional creativity.”Functional creativity inspires fresh ideas for a targeted issue or objective through a process defined by limits and boundaries, versus the free-thinking method that is often associated with creativeness. It means that functional creativity is better suited for the business mind because it provides a single right answer and allows everyone to view the problem through the same lens.This approach also means that anyone can be creative. Indeed, we all have the ability to be creative and innovative—we just need to break out of the comfort zone of old processes that result in predictable answers.So, how can a business apply functional creativity to its own practices? Companies constantly deal with specific goals and timeframes which are, in effect, constraints. Functional creativity thrives within set boundaries because when that is combined with certain creative approaches, it enables inspiration for any business problem.  Case in pointThe Apollo 13 rocket was bound for the moon in April 1970 until a spark from an exposed wire in an oxygen tank caused a fire. In an instant, the mission changed from a lunar landing to a nearly impossible safe return home. Crewmember Ken Mattingly, who was grounded from the mission just 48 hours before liftoff after exposure to German measles, worked tirelessly in the Apollo simulator to find a solution.Mattingly used functional creativity to recreate the astronauts’ situation and experiment within the constraints of severely limited power and water, which was needed to cool the capsule’s systems. He configured and reconfigured ways the spacecraft could safely burn through the Earth’s atmosphere. Finally, thanks to the ingenuity at mission control, Mattingly helped the crew to its famous safe landing.Becoming more creativePeople are said to be either “left-brained” (rational and logical) or “right-brained” (creative and philosophical). Most sales organizations are built around left-brainers, and that’s fine as long as the teams become more innovative through a right-brain process. Here are four steps to get you there:                               Step 1: Conditions. In the beginning, the sales team must define any constraints or conditions that may play a part in the problem. This is the time to consider issues like time, price or product specifications.Step 2: Known approaches. The second step encourages teams to discuss ideas that have previously been successful. This examination of the past is the brainstorm portion of the process.Step 3: Discovery. This very important step is often skipped by teams after the brainstorm because team members feel uncomfortable in this new territory, but it’s crucial because this is where innovation happens. During discovery, sales teams throw out previously-held assumptions, think of new ideas, then test their viability for implementation.Step 4: Application. The final step is where the team makes their newly-discovered solution work. It is also crucial here to consider if the solution makes sense and to collaborate with customers while implementing it.Becoming more creative is all about building on a set of principles and processes in order to grow capabilities. By teaching your sales team to use functional creativity and focusing on becoming a more innovative organization, your team’s sales performance and business solutions will grow exponentially. In what ways has your sales team built a truly creative mindset?

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