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Stan Davis

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Alan Fine, co-creator of the widely recognized GROW Model, is the founder and president of InsideOut Development. Alan is considered a pioneer of the modern coaching movement, and many of the world’s most respected organizations have adopted his InsideOut approach to performance improvement, including IBM, NASA, Honeywell, Gap, and Coca-Cola. Alan has dedicated the past 25 years to helping people from all walks of life elevate their performance and unlock their potential, including athletes such as Davis Cup tennis star Buster Mottram, record-breaking triathlete James Lawrence, and PGA golfers Phillip Price, David Feherty, Colin Montgomerie, and Stephen Ames.

Alan Fine

A lot can be accomplished in six months! Looking back over the past year, I would like to share what I did that allowed me to accomplish several large goals in less than a year. In the past six months, I:• became a Certified Professional in Learning and Performance (CPLP) (October 2016)• presented at the ATD Asia Pacific 2016 Conference & Exhibition in Taipei, Taiwan (November 2016)• passed my doctoral comprehensive exams (December 2016)• presented at the Training 2017 Conference & Expo in San Diego (January 2017)• presented my research proposal at the College Options Without Walls Spring 2017 Doctoral Studies Symposium (March 2017). I accomplished all this while working full time as a training manager at a software company, teaching at a university, and pursuing a PhD. In this post, I would like to share my top five tips to inspire you to keep moving forward in your academic journey. 1. Know Your "Why"  To understand your “why,” answer these two questions:1. Why you are pursuing higher education?2. What are the consequences if you decide not to pursue higher education? Let your responses be your driving force—your motivation to strive forward and establish priorities. The journey will inevitably be hard as you balance school, work, family, friends, and other obligations. Use your “why” to focus on what is important as well as the reason you may say no to activities that do not move you closer to your goal. While everyone has 168 hours a week, only you can control what fills those hours.While making progress is the goal, do not forget to take breaks. Have you ever noticed that many great ideas come when you are in the shower or out on a walk? Downtime is essential to maintain happiness and to allow your brain to discover creative solutions to problems.2. Create a System To be efficient, you need a consistent way of working—managing your time and organizing your content. I like technology and use cloud-based services to keep me organized and structured. I manage my schedule using Google Calendar. It is free, online, and available on all my devices. I also use Dropbox, a service for storing files in the cloud, which also allows them to be accessible on many devices. Another tool is Trello, a web-based tool for tracking projects and tasks.It is best to select a few tools that work for you. This is a challenge for me because I like to try new tools, but I need to focus on a few tools that work for me and drop the ones that do not add value. The key is to create a system that works for you. 3. Fuel Your Area of Study Your time is limited, so find ways to streamline your activities. One of my goals was to speak at an ATD conference. When I submitted proposals to speak at conferences, I submitted topics I had researched and have experience with. I recently presented on harnessing the power of informal learning, which is directly related to one of my passions and my area of doctoral research. Sharing my area of study fueled interest in the topic and motivated me to work harder in my academic pursuits. Think about how you can utilize what you’re already doing. For instance, are you in a technical degree program? Offer to build a website for a local small business—you will help that business and you build your portfolio at the same time.  4. Connect While you may already have the support of family and friends, it is also helpful to connect with people who are on the same journey as you. Last year, I met a lady at my local ATD chapter who was on a similar path as me. She worked full time, taught college classes, and was working toward her doctorate. Even though we work at different organizations and were attending different universities, we could relate to each other’s journey, celebrate successes, and cheer each other on when times were tough. The beauty of technology is that you can connect with those nearby and those around the world using social media.  5. Keep LearningWhile sometimes the work to press forward in a degree may seem daunting, keep learning. Learn from reading books and blogs, learn from your peers in higher education and through your local ATD chapter, attend ATD conferences, and participate in the higher education special events. Also, when you learn something that helps you in your journey, share it with others to help them in their journey. Remember your “why” and use it to guide your focus, create a system that works for you, fuel your area of study, connect with those who share your journey, and become a lifelong learner. It does not matter where you are in your academic journey; keep moving forward

5 Tips to Keep Moving Forward

With recognition in 2014, WakeMed, a health system that employs more than 8,000 people in the Research Triangle area of North Carolina, has garnered its fourth BEST Award. "Being a leader in education is a central part of our organizational values," says CEO Donald Gintzig."We believe it is important to continually push the bar and innovate to achieve excellence. Our commitment to education offers the platform to introduce the new skills, standardize processes, and accelerate improvements in quality, safety, and patient-and family-centered care," adds Gintzig.All told, WakeMed provides more than 160,000 hours of formal classroom training for staff annually, spending more than $2 million. Four education departments report to the senior vice president of human resources and talent development: nursing education, staff development and training, workforce development, and the Center for Innovative Learning. Established in 2006, the center was designed to build WakeMed's capacity for simulation- and technology-based education, and focuses on delivery via innovative technologies.Its director, Amar P. Patel, says that the four departments work together in an environment of collaboration that crosses the domains of clinical, compliance, and soft skills training. The senior leadership team and WakeMed's board of directors participate in an annual strategic planning process that generates enterprise-wide and function-specific learning needs, as do WakeMed's many committees and councils.The most critical business issue facing WakeMed during the past two years has been transitioning all patient records from paper to electronic format, then integrating them from disparate parts of the system into a unified health record. The volume is immense: WakeMed sees more than 230,000 patients annually in its emergency departments and delivers more than 7,700 babies each year. Additionally, WakeMed primary care and specialty care physicians who practice across the region see more than 327,000 patients annually.Before the universal adoption of the Epic electronic health record software, there were many different health record systems in use, according to Patel. Epic has been rolled out to the physician practices and will go live in the hospitals in February 2015.To prepare for the transition with the physician practices, multiple departments worked together to devise a carefully planned learning strategy, designing training plans to best meet the needs of all disciplines, clinical and nonclinical. Training was delivered 24/7 in a variety of ways, including online modules, instructor-led classes, self-paced learning, computer-based training, and train-the-trainer competency validation."With unified electronic health records becoming our single source of patient information, it will be crucial that all using the system have training and competency validation," says Patel.Harriet Stephenson is the director of nurse education for WakeMed; nurses have distinct and specialized education needs. One training initiative is designed to reduce errors in medication administration, a crucial patient safety issue. But to design a program that addresses gaps in knowledge and process, errors must first be reported."If staff do not report errors, how can we identify whether it is human error or system processes that need improving?" Stephenson asks.Rather than design a prescriptive, top-down training program, learning staff decided to leverage the value of storytelling and the connective power of personal experience to create a safe space for error reporting and encourage it. They launched an internal patient safety blog with stories specific to medication administration, shared anonymously by nurses who had made medication errors."They shared their experiences, highlighting that we should be aware how easily errors can occur," says Stephenson. The team also drilled down to see where challenges were, and determined that constant interruptions were a huge issue that could distract nursing staff and cause medication errors. Therefore, they implemented system changes too, including "red zones," actual red-outlined work areas where nurses inputting information are not to be disturbed. Patel says that reporting of errors has increased, while errors in documentation and order entry have decreased.WakeMed promotes and enhances social learning through blogs as well as other social media tools, continuously posting information in multiple mediums to provide education across all levels.A key patient care need is to get critically ill heart patients, especially from rural areas, directly into WakeMed's Heart Center. In its most innovative learning initiative of the past 12 months, WakeMed learning staff set out to see whether the transport process could be streamlined and shortened, thus improving mortality rates.Using a human patient simulator named Stan, Patel and his Center for Innovative Learning staff created a simulation-based learning initiative to document the admissions process, determine learning gaps, and understand the patient and provider experience. Stan, who weighs 160 pounds and cost $75,000, is capable of breathing, blinking, and dying; he can be given oxygen, CPR, and medication, generating more than 1,000 data points per minute. Stan's caregivers would call local emergency services, who would evaluate his condition, then request helicopter transport to the cardiac hospital two hours away. Helicopter transport can reduce travel time to 37 minutes at an estimated cost of $10,000. Once transported to the helicopter, Stan's condition would worsen progressively; staff would have to begin treatment by inserting a heart catheter."After the simulation, staff were able to clearly identify areas where additional education was needed and procedures they would like to practice before managing real patients," says Patel. "While we see cardiac patients every day, very few arrive by helicopter directly into the cardiac center. It was important for the organization to understand and improve this process and the patient experience."As a result of the simulation, WakeMed is able to decrease mortality rates, prevent delays in catheter placement, and improve efficiency. These efforts also supported a business goal: to increase the number of cardiac patients who come to WakeMed (already the busiest heart center in the state) from rural areas of North Carolina.View the entire list of  2014 BEST Award winners .

2014 ATD BEST Award Winner #16: WakeMed Health & Hospitals

Clar Rosso is the executive vice president, engagement and learning innovation, for the Association of International Certified Professional Accountants In this role, she leads the development and execution of strategy to support global competency development and lifelong learning for the finance and accounting profession. Her teams are committed to delivering innovative experiences, products, and services that advance individual and corporate goals in a rapidly evolving business environment. She also leads the association’s business development and channel teams. As vice president of member learning and competency at the AICPA, Rosso was instrumental in the development and execution of the organization’s future of learning vision.Prior to joining AICPA, Rosso worked as chief operating officer of the California Society of CPAs (CalCPA) and the CalCPA Education Foundation. Prior to CalCPA, she worked as an educator, magazine writer, and sports reporter. Rosso holds a bachelor’s degree in rhetoric and communications from the University of California, Davis, and a master’s degree in special education from San Francisco State University. She was recently named one of the Top 100 Most Influential People in Accounting by Accounting Today.

Clar Rosso

Elisia is the senior director of marketing at ICAgile, where she is responsible for leading the marketing team and supporting all aspects of ICAgile’s marketing efforts, including strategy, customer communications, branding, and media relations. She has more than 15 years of experience in strategic communication across various industries including finance, tech, energy efficiency, and fashion. She has won numerous awards and has landed media coverage for high-profile brands such as Microsoft Bing and the Port of San Diego. Elisia received an M.A. in Communication from the University of California, Santa Barbara and a B.A. in Communication from the University of California, Davis.

Elisia Choi

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