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Scott Bass, principal of LocFluent Consulting, has been active in the language industry for over 30 years. Scott was formerly the founder and owner of Advanced Language Translation, Inc., a technical translation and localization specialist company, which he established in 1994. In 2015, he sold his company to Morningside Translations, one of the fastest-growing language service providers in the U.S. Most recently, Scott was Vice President for Morningside’s Professional Services Group, where he focused on onboarding new clients, building the foundation for strong client relationships, and ensuring customer satisfaction.

Scott Bass

Localization is a process that goes beyond the translation of text. Localization also addresses aspects of how information is presented—layout, images, and color; cultural information that is relevant to the target audience; units of measurement; cur

E-Learning Localization: What It Is and Why You Need It

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.

Advancing Talent Development in Healthcare: A Q&A With Scott Kashman

Scott Wiemels is the CEO and founder of 24G, a digital transformation agency and technology incubator that transforms how organizations engage, develop, and inspire their workforce. Scott leads a team dedicated to reshaping the learning landscape through constant engagement, campaign-based learning methodologies, and workforce enablement. As a technologist and futurist, he is passionate about staying ahead of technology trends to drive organizational success and future-proof businesses. About 24G 24G provides enterprise solutions that connect learning experiences across multiple systems and modalities, unifying learning journeys to enhance workforce engagement and development. 24G empowers L&D experts to operate like content creators, leveraging cloud technologies and modern production techniques to boost engagement through campaign-based, brand-immersive learning experiences. 

Scott Wiemels

Anne Scott is a workplace learning and development professional with more than a decade of experience in instructional design, e-learning and classroom course development, facilitation, and training project management. She is currently the training program developer for Sodexo's award-winning Talent Acquisition Group, a remote-based team of 85 recruiting professionals dedicated to finding talented managers for Sodexo. Sodexo is the leading quality of daily life solutions company in the U.S., Canada, and Mexico. Anne works out of her home office in Oak Ridge, Tennessee, supporting the recruitment team in their professional development efforts, as well as developing training to assist hiring managers and candidates in navigating the hiring process. Anne keeps Sodexo's recruiters at the top of their industry through synchronous and asynchronous online learning tools, including collaborative tools and social networks. She hosts weekly team webinars for training and team-building, giving her a lot of opportunities to design and test new webinar activities. Anne is also an active facilitator and presenter, having presented both live and virtually to audiences from college students to senior executives. Anne is currently president of ASTD's Smoky Mountain Chapter, having previously served several years as the VP of technology. Anne has presented at ASTD and eLearning Guild conferences on best practices in using online technology (webinars and social networking) for learning and development. Anne holds a master's degree in educational technology leadership from The George Washington University, where she focused on leveraging technology in training and development. She invites you to connect with her on LinkedIn, Facebook, or Twitter. www.facebook.com/annemscott

Anne Scott

Dr. Scott Wiltz is the Associate Medical Director for Training for the Simulation Learning, Education and Research Network (SimLEARN) leading simulation-based clinical education for VHA. During the COVID-19 pandemic, he also leads the training operations for the VHA Emergency Management Coordination Cell. Scott is a Family Doctor, a 12-year Air Force Veteran and father of 4. His passions include sports and hiking, playing guitar and spending time with his wife and family. Scott is the third generation in his family to proudly serve in the VA.

Dr. Scott Wiltz  

For three decades, Scott Cochrane has been helping executives expand their businesses as a growth acceleration advisor to hundreds of C-Suite leaders in 32 countries. His psychological- and neuroscience-based methods have championed $54 billion in growth. Cochrane advises executives on how to strategically approach accelerated growth for both themselves and their companies to achieve exponential success. He documents it all in his books, keynotes, custom corporate programs, and retreats designed especially for C-Suite executives.

Scott Cochrane

Scott Boozer is director of School of Federal Leadership Excellence for Management Concepts.In a career spanning three decades, Scott has served as an internal human resources executive in Fortune 100 companies, as well as providing consulting services and teambuilding activities for clients, in both the public and private sectors. In the private sector, he has led the internal leadership development function at Coca-Cola Enterprises, Florida Power & Light (NextEra), and First Data (Fiserv). In the public sector, he has provided human capital consulting services for the Departments of Homeland Security, Defense, Veteran Affairs, State, Justice, Agriculture, Commerce, Health and Human Services Housing and Urban Development, the Library of Congress, as well as the United States Postal Service.Scott has conducted learning events in more than 70 cities in eight countries. His areas of interest include strengths-based leadership, talent management, succession planning, and individual and organizational development.Scott’s central belief is that once leaders discover their personal and organizational strengths and values, they can unleash the passion and potential of their people.

Scott Boozer

“People don’t just show up in the C-suite overnight.” — Amy HoodWhat’s the point of all this growth and development—the crux of our profession—if we don’t do something with it ourselves? It would be difficult to become a strategic leader and stay at the tactical level anyway, so I based the foundational theory of my book Purposeful Leadership Development, in part, on that idea. What is the upper management team (UMT) and how do we get there?Upper Management Team Theory helps explain how the senior management operates strategically within the organization. The senior managers of an organization exist as an “upper echelon,” strategically directing the organization. The departmental model is common. Members of the UMT are heads of their respective technical departments. They are responsible as a group for strategic leadership of the organization, as well as individually for managing their respective departments. Another is the CEO model: One member has the right to dictate to the other members and can undertake strategic decisions unilaterally. The CEO has the final say, even for departmental decisions. Regardless of the models in place, the typical UMT is sustained by adding functional managers rather than general managers, and then turning them into strategic leaders.In his book The Next Level, Scott Eblin does a terrific job explaining the managerial perspectives that leaders need to let go of and the strategic leadership perspectives they need to pick up to be successful. At the personal level, successful strategic leaders develop confidence in their presence, seek regular renewal of their energy (instead of running until crashing), and custom-fit their communications to a wide variety of audiences. On the team level, they become more reliant on their teams (and less on themselves), define outcomes instead of telling employees how to do things, and become accountable for many more results. Finally, at the organizational level, these strategic leaders look left and right (in addition to up and down) as they lead, adopt an outside-in perspective, and develop a “big footprint” view of their roles, rather than the narrower perspective of a manager. In short, they move away from being bureaucrats and toward being business owners. (Even if what they’re running isn’t technically a business!)No matter what your specialty is—marketing, finance, IT, human capital—there is a science to being on the upper management team. There is also a science behind getting there, too. Let’s examine four ways this happens, including one you probably haven’t considered.R.F. Vancil suggested that executives are selected in one of three ways: by horse race (where an opening is identified, candidates are gathered, and one is selected over the others); by relay race (succession planning, where internal candidates for potential openings are identified, prepared, and once the opening is available, selected); and by crisis (an organizational emergency requires a particular candidate or kind of candidate to be found). But there is a fourth.My own research with chief learning officers (CLOs)—the C-suite members responsible for talent development—showed a fourth way: create it yourself. Some study participants created the CLO position for their organizations and then filled it. This had the dual effect of creating a career opportunity for the new CLO and to introduce the practice of the CLO—and its effect on the organization. Nearly half the study’s participants reported creating and filling the CLO position for the first time for their respective organizations. Someone wanting to advance to the upper management team of their business or organization finding few opportunities in senior leadership might decide to create their own.Joining the upper management team of any business or organization means a transformation from being a tactical manager to becoming a strategic leader. It doesn’t happen by accident. But it certainly can happen on purpose.

Upper Management Team Theory—What’s Going on Up There? (And How Do You Get There?)

In my 17 years in training and workforce development, I’ve witnessed a significant transformation that parallels the technological convergence we’ve seen in mobile phones. Mobile phones began as single-use devices for voice communication, evolved to include text messaging, QWERTY keyboards, touch screens, and now host apps for nearly every conceivable need. Technologists predicted this convergence years before it became a reality, fundamentally changing user habits, creating new expectations, and facilitating our always-on, always-connected, ever-changing world.Today, the majority of the workforce was born into this digital world, yet our training methodologies have not kept pace with evolving user expectations. The pressure on learning and skill development functions is no longer annual or fixed; it’s dynamic. Products, goods, and services we train on are moving targets, and with the mobility of the modern workforce, so are our learners. Like their phones, employees expect an always-on, always-connected experience. They no longer want to navigate multiple platforms for training, communication, conferences, performance tracking, and rewards.This convergence in expectations necessitates a shift in mindset. We are no longer just trainers; we must adopt the mindset of marketers, connecting our strategies from training to communication to rewards and recognition into one cohesive, connected learning journey.The Era of Dynamic LearningThe traditional model of static, periodic training sessions is becoming obsolete. Organizations must move toward a dynamic learning model, where continuous skill development and talent nurturing are integral parts of the employee experience. This shift is driven by several factors:Accelerated Product Life Cycles: As product life cycles shorten, training must keep pace with rapid changes in technology, customer preferences, and market demands. Employees need immediate access to the latest information and skills to remain competitive and effective.Remote and Global Workforce: The rise of remote work and global teams demands flexible and accessible training solutions. Employees must be able to learn anytime, anywhere, on any device, ensuring that learning fits into their daily routines.Hyper Personalized Learning: Just as users personalize their smartphone apps to fit their lifestyles, employees now expect personalized learning paths that cater to their skills, roles, and career aspirations. Adaptive AI learning technologies and data-driven insights enable the creation of tailored experiences that meet individual needs.Integrating Training, Communication, and RecognitionTo meet these new expectations, training programs must be integrated with communication and recognition strategies, creating a unified learning ecosystem. Here’s how organizations can achieve this:Unified Platforms: Implement integrated platforms that provide a one-stop shop for learning, communication, and performance management. These platforms should offer a user-friendly interface, accessible via mobile devices, ensuring that employees can easily access all resources.Continuous Feedback Loops: Foster a culture of continuous feedback, where employees receive real-time insights into their performance and development. This approach encourages ongoing improvement and helps employees feel valued and recognized for their contributions.Cross-Functional Collaboration: Encourage collaboration between training, HR, marketing, product, and IT teams to develop cohesive strategies that align with business goals. This cross-functional approach ensures that all aspects of the employee experience are interconnected and reinforce each other.The Marketer MindsetAdopting a marketer mindset means viewing training as a holistic journey rather than a series of isolated events. It requires understanding the employee experience from end to end and crafting narratives and connected strategies that resonate with learners. Here are key elements of this approach:Storytelling: Use storytelling techniques to create engaging learning experiences that captivate employees’ attention and foster emotional connections. Compelling narratives make training content more memorable and relatable.Gamification and Rewards: Incorporate gamification elements and rewards to motivate and engage employees. Leaderboards, badges, and point systems can drive healthy competition and encourage active participation.Data-Driven Insights: Leverage unified data analytics to gain insights into learning behaviors and preferences. These insights enable organizations to continuously refine and optimize their training programs to better meet employees’ needs.Campaign-Based Learning: Develop modularity in your learning content architecture to create ongoing continuous learning campaigns. These campaigns can adapt based on market dynamics and conversion data, ensuring that learning remains relevant and effective.Embracing the FutureThe convergence of talent and skill development is not just a trend; it’s a necessity in today’s fast-paced, digital world. By adopting a holistic, integrated approach to training, communication, and recognition, organizations can create a connected learning journey that meets the expectations of the modern workforce. This shift requires a marketer mindset, where learning is personalized, dynamic, and seamlessly integrated into the employee experience, ensuring that organizations remain agile, competitive, and ready for the future.

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