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Stephanie West is a interactive designer and e-learning developer. She has been developing courses for the last 7yrs for post secondary schools such as the University of Waterloo, L&D courses for Canadian Tire Corporation and now awareness courses for Intertek Catalyst. She has always had a passion for designing for all end users in mind and making sure that they are accessible to all. Aside from designing courses she enjoys cooking a new recipe each week and summer nights playing frisbee!

Stephanie West

Among the many ways to begin making your course accessible are alt-text, color contrast, tabbing order, closed captions, transcripts, optimal spacing, and much more.

Don’t Limit Your Learners’ Experience

CONGRATULATIONS TO THE 2016 ATD STUDENT SCHOLARSHIP WINNERS! ATD John Coné Membership Scholarships: Kate Aument; Boise State University (Organizational Performance and Workplace Learning)Kelly Kuhn; Xavier University (Human Resource Development/Management)Kevin Collison; Temple University (Adult and Organizational Development)Elizabeth Aguilar-Barnett; Western Governors University (Instructional Design) Melanie Rodriguez; University of New Mexico (Organization, Information, and Learning Sciences)Sally Koppy; St. Joseph's College (Adult Education)ATD International Conference & Exposition Scholarship: Stephanie Tavarez; Capella University (Training and Development) ATD Essential Series Workshop Scholarship: Suzanne Wagner; LaSalle University (Instructional Technology Management)Students in a doctoral, graduate, or undergraduate program are encouraged to apply each fall for the ATD John Coné Membership Scholarship, ATD International Conference & Exposition registration scholarship, and the ATD Essentials Series Workshop scholarship. Applicants should be current students at the time of submitting the application. John W. Coné, former ATD Board Chair, started this scholarship fund to provide students the opportunity to further their professional careers in talent development. There is one online application for all scholarships, which will be posted on the ATD Students webpage on August 15. The deadline to apply is November 14, 2016.

ATD 2016 Student Scholarship Winners

 It's the beginning of another month!Time for another The Big Question.November's Question got passions raging and great conversation with real substance whose embers are still glowing as more comments still are flowing in. While we had fewer participating posts this month (21 registered and 10+ thus far found that didn't register with us), the level and depth of the conversations were much more involved and intense.We heard Mark Oehlert's whining about the first two The Big Questions being tough, so here's a softball, or should I say SNOWBALL, for you.The Big Question for December is:What will you remember most about 2006?What are the biggest challenges for you/us as head into 2007?What are your predictions for 2007?Please post your responses to these 3 questions on your blog.You can post about you and your life as a workplace learning professional or you may prefer to post about our field, current events that impact learning, or any other interpretation of these questions that makes sense for you. Reflection on the past, acceptance of where we are today, and putting our hopes for the future out there are very much a part of this time of year for many of us who grew up in Western traditions. Tony and I are hoping these three questions will be come an LCB tradition over the coming years.The Big Question ProcessYou can find more details over in the sidebar, but simply answer these questions by posting your response on your own blog. When you have it ready, come back here to Learning Circuits Blog and fill out the form below regarding your post. We'd appreciate it if you would give a link to this post from your post. Adding The Big Question logo to your post would be a perfect early Christmas present for Tony and I. Once you've entered your post in the form, check out some of the other posts and get involved. Be sure to comment on other participants blogs. or if you should feel a stronger need to write post another post to your own blog and repeat the process again.To those of you who will be celebrating, have a safe and happy holidays! Enjoy the conversations! - Tony and DaveTony Karrer eLearning TechnologyLCB Question for December - Past Year, Present Challenges, Future Predictions 04-Dec-2006 15:19:07 Dave Lee eelearningpast experiences.....More to come... 05-Dec-2006 00:00:00 Karl Kapp Kapp NotesThoughts about 2006 and Predictions for 2007 05-Dec-2006 19:18:42 Geetha Krishnan Simply SpeakingLCB Question for December: 2006 - 2007 05-Dec-2006 22:49:03 Dave Lee e e learninglet's continue...present challenges. future predictions 06-Dec-2006 00:00:00 Aradhana Ravindra My Learning BlogWhat will I remember most about 2006? 06-Dec-2006 07:22:10 Jay Cross Internet TimeHere comes tomorrow... 06-Dec-2006 18:58:34 Clive Shepherd Clive on LearningThe big question 07-Dec-2006 03:53:27 Brent Schlenker Corporate eLearning DevelopmentDecember's BIG QUESION! Part I 07-Dec-2006 20:16:26 Clark Quinn LearnletsDecember's BIG Question(s) 08-Dec-2006 13:30:58 Tom Haskins growing changing learning creatingVersion 3 in 2007 09-Dec-2006 09:28:31 Steve Kaufmannthelinguist.com The Big Question 11-Dec-2006 10:45:25 Wendy in-the-middle-of-the-curveBig Question - Dec 2007 11-Dec-2006 15:17:56 Paul Fender Paul SpeaksThe Big Question 11-Dec-2006 16:33:46 Anil Mammen Discursive LearningReflections, Challenges, Predictions 13-Dec-2006 10:48:28 Geeta Bose Learnability MattersThe year that was! And, the year ahead 14-Dec-2006 04:23:29 Mark Oehlert e-ClippingsThe LCB BIG Question (December 2006) 14-Dec-2006 06:52:03 Jim Blehsaw Managing the Professional Services FirmPast Experiences. Present Challenges. Future Predictions. 16-Dec-2006 17:42:32 Brent Schlenker Corporate eLearning DevelopmentDecember's Big Question Part 3 18-Dec-2006 00:00:00 Brent Schlenker Corporate eLearning DevelopmentDecember's Big Question Part 2 18-Dec-2006 17:29:10 TATA Interactive Systems TIS Corporate BlogLCB Question of the month: December 2006 18-Dec-2006 23:20:00 Stephanie Sandifer Change AgencyLooking Back on 2006 and Ahead to 2007 20-Dec-2006 00:00:00

Past Experiences. Present Challenges. Future Predictions.

Stephanie Stockett is a project manager at Indiana University Health Learning Solutions. Before becoming an education project manager, she was a training and development facilitator specializing in new employee orientation and onboarding. During her tenure as a training and development facilitator, she also created and delivered a variety of HR and organizational development classes. Her passion for training was ignited while teaching night classes at a local college. Stephanie has a BS in management and an MBA specializing in human resources, both from Indiana Wesleyan University.

Stephanie Stockett

If you work at an organization with a large deskless workforce, you know just how difficult it can be to upskill and reskill employees. Deskless workers are often on the front lines or hard at work earning revenue for the business. They’re interacting with patients or customers, doing work out in the field, or on the road—delivering goods or offering services. Employers may be hesitant to take them “off the job” for training. Patty Gaul, senior writer and editor for the Association for Talent Development, explored this topic in a recent article.“An L&D leader may learn that a company doesn’t include training time as a bucket of employee time,” she writes. “The organization encourages their managers to hurry their direct reports to their stations or positions (such as the manufacturing line, cash register, or delivery route) rather than giving employees the time to learn how to do their immediate work well. This negatively affects workers’ knowledge and, in the end, motivation.” Research shows that poor training also puts staff in danger—instances of human error causing occupational accidents are more likely when workers are under-skilled.There’s an opportunity cost as well. Gaul writes: “Too often, leaders train these workers only when there’s a problem, not taking advantage of the opportunity that development affords.” Employers that do not invest in training may be leaving productivity gains and a competitive advantage on the table.With all the benefits L&D offers—and all the challenges it can help your organization avoid—how can you train your deskless workforce in the most effective way possible? Giving learners more options to complete their training can help. Employees don’t have to be chained to a desk or sitting in a classroom to learn and develop. A little bit of L&D creativity can go a long way. Read on to discover four strategies to motivate your deskless employees to fit training into their busy schedules.1. Give Learners the Flexibility to Learn Wherever They Happen to BeMost workers want to learn new skills and are intrinsically motivated to improve and develop. A recent survey shows that seven out of 10 workers feel more connected to their organization when they’re learning. A further eight out of 10 say learning gives them a sense of purpose at work.Giving deskless workers the opportunity to access this kind of purpose can drastically improve their job satisfaction—and extend their tenure too. Research shows that having a strong culture of learning can improve employee retention by up to 57 percent. Some employees may associate learning with taking notes in a lecture hall, or sitting in front of a computer—but “studying” shouldn’t have to equal “desk.” The solution to helping deskless employees learn and develop is already in their pockets. When staff can complete their training right from their mobiles, wherever they happen to be, a whole world of opportunity opens up to them.Did you know that Bridge LMS, an all-in-one solution for training and upskilling staff, comes with the intuitive, user-friendly Bridge Learning app as standard? The app, available for both iOS and Android, makes it simple and easy for employees to complete their learning, whenever, wherever.Learners can even access content without Wi-Fi. This makes the learning experience seamless. They can start their training in a break room, for example, and effortlessly keep their momentum going when traveling to a field site. They’ll have key insights on the topics that matter to them at their fingertips—even in the most remote locations. With Wi-Fi-less learning, a bus, a train, a factory floor, their kitchen, and even the most far-flung location can instantly become an inspiring classroom.2. Help Staff Keep Their Learning on TrackResearch shows that there’s a strong correlation between motivation and learning outcomes. Setting smaller goals and steadily working toward them can help people stay committed to their targets. Breaking a big learning target down into less intimidating, achievable goals can be tremendously helpful. This is particularly true for deskless workers who may work in isolation or don’t get much contact with leadership. Boston Consulting Group stated that: “[A] major issue is the limited access deskless workers have to corporate communication systems like email and intranets. These tools are often designed with desk-based employees in mind[...]This communication gap can lead to a sense of isolation, making these workers feel disconnected from the organization’s broader goals and culture.”Choosing an LMS that helps you keep every learner on track, wherever they happen to be, can make all the difference. With Bridge Mobile, push notifications remind learners when a course is due. This relieves them of the cognitive load of managing their own learning and development schedule.Admins can easily track enrollments, missed deadlines, and course completion rates. They can generate intuitive reports in a few clicks and share data-powered insights with the wider organization. This empowers managers to intervene with support at the right time. Regular contact from well-informed managers means reports feel less at sea and more empowered to meet the development goals that matter to them.3. Be Realistic About Learning Challenges and Prepare for HiccupsAs useful as remote training is, it does come with challenges. If it’s not properly managed, it can open the door to miscommunication or inefficient learning. Workers may encounter technical difficulties, for instance, and feel that these headaches are a significant burden after a long shift on their feet or on the go.Tech challenges can have a big impact on morale, even among younger generations. Research shows that just under 50 percent of young graduates surveyed across the globe feel their level of technical expertise has left them unprepared for the workforce. As many as one in five young workers say they feel “judged” when they don’t know how to solve a tech issue. Tech headaches can be exacerbated for deskless staff who work far from a central IT team and may not have admin time built into their schedule. The key is to accept that challenges may arise from time to time and prepare for them in advance. Your first line of defense will naturally be to choose a mobile LMS with a very simple, clean interface, and intuitive, user-friendly features. Bridge Mobile offers a straightforward experience with uncomplicated dashboards. Learners can easily navigate between their courses, learning libraries, and agendas. User-friendly design isn’t the only factor though. Choosing an LMS provider known for meticulous onboarding and responsive customer service can also help you stay ahead of tech challenges. The last thing you want is for a learner to lose their motivation for good because of a minor technical hiccup that could be solved with a few simple instructions. This is why Bridge offers comprehensive onboarding. Our expert teams work with your admins to make sure they fully understand our app’s capabilities. When admins know features inside out, implementation is easy—and they’re empowered to help their team as and when required. It’s thanks in part to our outstanding onboarding that we recently achieved a customer satisfaction score of 93 percent. We also offer tech support 24 hours a day, seven days a week, 365 days a year. This means deskless workers with unusual hours don’t need to fall behind on their learning just because they need a bit of extra support. We have an excellent service team—and we’re proud to share that our customers love us for it. A representative from US-based construction and engineering company Rudolph and Sletten said: “Bridge LMS is exceptionally user-friendly, featuring an intuitive and clean interface that simplifies navigation for both administrators and learners. The customer support is outstanding—easily accessible and remarkably patient in understanding and resolving even the most challenging scenarios.”4. Offer Accessible, Engaging, and Personalized Learning for AllWhen staff feel that instructions are passed down from some invisible authority, they may feel less motivated to learn. On the other hand, intrinsic motivation—wanting to complete a task because it is fun, interesting, or helpful—can be a crucial factor for successful learning. Employers can promote intrinsic motivation by making employees feel competent and autonomous.To achieve this, personalizing learning is key. Especially when you consider the type of tasks deskless workers tend to do. Deskless workers are the lifeblood of many organizations. Every hour away from their daily tasks is an hour away from crucial activity that drives their company’s revenue or underpins their organization’s ethos. When the stakes are this high, cookie-cutter learning content can feel like a waste of time.Bridge Mobile can help you steer clear of one-size-fits-all courses. It empowers you to deliver personalized learning journeys for every employee. Managers can assign courses that align with specific, individual targets—and employees always have a clear view of their progress over time. This means that they’ll have a little bit of motivation to keep learning, and easy access to that learning wherever they are.Because the app stores tasks, ideas, achievements, and due dates all in one place, employees have their own, personal space to work toward their goals. This can help them feel like your organization is invested in improving their experience at work, instead of just forcing standardized training en masse.Crucially, Bridge also makes content more accessible for every learner. The app supports 20 different languages, so you can keep your employees of all backgrounds engaged and inspired. It also complies with WCAG (Web Content Accessibility Guidelines) at AA-level. This means:It’s easy to use with assistive technologies, like screen readers.There’s good color contrast between any text and background.Content is organized under clear headings, in a logical order.Navigation buttons or elements are consistent across the app.

4 Ways to Effectively Train Your Deskless Workforce 

Leaders propel their teams and organizations forward. So, it is vital to equip them with the skills required to ensure their success.While leaders are faced with several increasing challenges and advancements like artificial intelligence (AI), these progressions also point to the importance of uniquely human skills. As organizations prepare for change, it is critical that talent development professionals play a key role in identifying and addressing critical skill gaps.In this dynamic environment, leadership skills are paramount, and the demand for these skills continues to evolve. But while terms like “reskilling” and “upskilling” are common, they do not fully encapsulate the new transformation that is necessary to adapt and expand to thrive in an era of change.Ahead are the crucial skills your leaders need and tips on how to provide opportunities for continuous learning.The 5 Skills Leaders Say They Want to DevelopLeaders are keenly aware of how much uncertainty lies ahead. However, the reality is that few leaders are receiving the development they need to meet key challenges.According to our research, these are the top five skills leaders want to develop:Identifying and developing future talentStrategic thinkingManaging successful changeDecision-making prioritizationInfluencing othersOf the five skills), only 12 percent rate themselves as effective, and a mere 29 percent of companies provide training for these critical competencies. Without increased focus on leadership training in these areas, leaders are left in the dark, and organizations risk creating a skill gap that will inhibit performance and potentially exacerbate talent challenges in the coming years.The Case for Investing in Leadership DevelopmentThe good news? When leaders do develop key skills, like strategic thinking and decision-making prioritization, their organizations fare better. DDI’s research indicates that leaders effective in all five skills are:3x more likely to engage and retain top talent2x more likely to prevent employee burnout2x more comfortable operating in a highly ambiguous environment3x more confident operating in a digital business environmentMoreover, organizations that develop these skills are 1.4x more likely to be recognized as a best place to work, enhancing their ability to attract and retain top talent. Additionally, companies that invested in developing these skills were 1.5x more likely to outperform their industry competitors in financial performance.Where to Focus: Develop Talent NurturersWhile all five skills are crucial for leaders’ success, if companies can only focus on one, it is paramount to develop leaders' abilities to identify and develop future talent. This skill aligns with CEOs’ top concern: attracting and retaining top talent.Key behaviors that help leaders become more effective at developing talent include encouraging a challenge to old ways of doing things, listening and responding with empathy, and maintaining high trust and confidentiality.Companies with leaders effective at identifying and developing talent have a 15 percent higher internal hiring success rate. This highlights the tangible impact of honing this critical skill in creating a robust internal talent pipeline.ConclusionAs we navigate a new era of change in the workplace, the imperative is clear: leaders need support to adapt and expand their skill sets to thrive in the evolving landscape. The skills identified here are not just a checklist; they are the building blocks of resilient and effective leadership. By addressing the skills gap, organizations can not only weather challenges posed by AI, but also create a workplace culture that attracts and retains top talent, ensuring sustained success in the age of technological advancement.

Your Leaders Want More Training in These 5 Skills

If you’re anything like us, 2018 went by in a blur. As you juggled responsibilities, you likely didn’t get to keep up with all the new thought leadership and trends you wanted to.So as the year winds down, we thought you might like to catch up on some of the hottest topics of 2018. To make it easy for you, here are the top blogs DDI published this year:1. 10 Hot Leadership Topics for 2018This was the most-read blog we published in 2018—and it’s not hard to see why. Every single topic Stephanie Neal predicted would be prominent—from AI to a greater focus on data—mattered to leaders over the past 12 months.2. The 4 Questions All Leaders Must AskLeadership isn't about having all the answers, but about asking the right questions. In this blog, Bruce Court defined the four types of questions all leaders need to regularly ask and explained why it’s so important to adopt a “questioning mindset.”3. The 3 Most Dangerous Myths About Unconscious BiasUnconscious bias was a popular topic in 2018. One of the most thought-provoking blogs came from Mark Smedley, who made the case that to avoid unconscious bias, we need to be aware of it and learn how to effectively manage it.4. We Embrace the Concept of Diversity Until Confronted by the Reality of ItWhile an unquestionably worthwhile endeavor, attaining diversity is challenging for both organizations and individuals. Mark Busine explained one of the major reasons why: When faced with differences, we often react in ways that don’t match our intent.5. Even If You’re Not a Leader, You’re Always LeadingIt takes conscious effort to be a good leader. But not all leading happens when we’re trying. Leadership happens, Richmond Fourmy pointed out, even when we think we’re doing nothing.6. How Strategic Leaders “See” DifferentlyDiscussing the challenging transition from an operational to a strategic leadership role, Mike Hoban revealed how strategic leaders must develop “visual agility” to see both the critical details and the big picture.7. Why Disruption Is the CEO’s Best FriendCiting findings from the Global Leadership Forecast 2018, Audrey Smith and Stephanie Neal made a strong case that organizations benefit when they are led by CEOs who willingly embrace disruption and change.8. The Surprising Generation That’s Changing the Future of WorkSo much has been written about Millennials that the generation that currently holds many leadership roles, Gen X, has been overlooked. Stephanie Neal and Rich Wellins looked at what the research says about this forgotten generation.9. A Gender-Diverse and Inclusive Culture: It’s a Symphony, Not SolosIn the analogy of a symphony orchestra, Tânia Fernandes Mendes found a novel way to talk about gender diversity in the leadership ranks—and why it’s a competitive advantage.10. How a Talent Growth Mindset Creates a Company Growth TrajectoryWhat sets growth-mindset companies apart from the rest? For this blog, Evan Sinar offered an eye-opening list, including higher-quality leadership, improved financial performance, and better customer focus.

The Top 10 Leadership Blogs of 2018

#1025Jeffrey, come down to the office, there is a guy here who has cookies for you! Theyre those Biscoff cookies, the ones that you like.How could I resist? I love those cookies. Ive eaten them for years, predominately on airplanes, more predominately on Delta. They also have them in the Delta lounge, and occasionally you can find them in the grocery store.For ten years, my good friend, the great Nido Qubein, sent me a case of Biscoff cookies for Christmas. They were usually gone by the first of January.When I got to my office, Bradford Coons, was beaming from ear to ear. His ploy had worked. But in reality, he was not just giving me the cookies, he was representing the cookie company, Lotus Bakeries.He demonstrated his special 100 cookie caddie box door opener.And went on to enthusiastically explain that this new product package was being designed for corporate America, and sales people in particular. It could even be customized with the company logo or photograph.At a very reasonable wholesale price, I quickly became interested in using the product myself. I thought it would make a great gift (people always give what they want to get keep that in mind while you are shopping this holiday season).I decided to try the cookies at our next public seminar event. As an enticement, Stephanie and Elizabeth, strategically placed one Biscoff on the table at each seminar participant seat. Using the potato chip philosophy, you can never eat just one, they figured all the boxes of cookies would be gone by the end of our two-day event. And except for one box, they were correct.But lets go back to the original cold call.Bradford Coons did not make a cold call, he made a strategic, targeted cold call, in fact that day, I was his only cold call. He was well prepared, got through to the decision maker, created engagement, made the sale, and left smiling.How targeted are your cold calls?How strategic are your cold calls?How pre-prepared are your cold calls?How engaging are your cold calls?And heres the killer question: How successful are your cold calls?HISTORY: If you know me, and my sales philosophy, you also know that cold calling is at the very bottom of my list, with respect to making sales connections and sales. Especially in these times, there are smarter, better ways of making a cold call. And my definition of cold call is not dialing for dollars or calling from a list or selecting a category and making random calls either on the phone or in person. Those strategies are a total waste of time, and no is 98% of the outcome or more.There are 2.5 basic understandings of a cold call:1. It is the lowest percentage sales call.2. Rejection is likely.2.5 Several rejections in a row can cause self-doubt and can challenge your attitude.Before you make any cold call, you have to ask yourself these questions about each call you are about to make:What is your desired outcome of the call? Is it a sale? Is it an appointment?Who is the actual decision maker?Who do I really ask for in order to get to the decision maker? (for years I have recommended asking for someone in sales)What is the one question or statement that may get me to the decision maker?What is the one question that I want to ask the decision maker to engage them?Do I have anything of value to offer besides my stuff?Do I have anything to show or say thats fun?How will I engage the prospect?Whats my total plan to make the sale?Once youve struggled with the answers to those questions, keep these 3.5 major elements of the cold call process in mind.1. In sales its not who you know, its who knows you. So the challenge of cold calling is to become known as a person of value, so that the prospect may recognize you and take your call or agree to your meeting. People will take your call if you have a great reputation, and if they perceive there is value in working with you.2. Why would I want to meet with you? What are you offering me OTHER than your product or service that would create a desire to meet with you? Set the meeting up with something of value or impact.3. Could you pass the Google test? Could you leave a voicemail telling the prospect to Google you and based on their findings, they would want to set an appointment with you? Thats the real test of a cold call. Not having any message and going purely on reputation.3.5 Can you create a cold-call-close that will get the meeting or the appointment? Mr. Jones, our product/service is a value fit for many people, if you grant me a short meeting, and answer a few questions, if I think I can help you I will tell you. If I dont think I can help you, Ill tell you that too. Is that fair enough?NOTE WELL: If your product isnt as saleable as cookies, maybe you should carry a box with you to sweeten the deal.Cold calling isnt easy, and its NOT cookie cutter, but when you are well prepared, the results of your efforts can have life-long rewards. They may not be a good place to make a sale, but theyre a great place to learn how to sell.Jeffrey Gitomer is the author of The Sales Bible, Customer Satisfaction is Worthless Customer Loyalty is Priceless, The Little Red Book of Selling, The Little Red Book of Sales Answers, The Little Black Book of Connections, The Little Gold Book of YES! Attitude, The Little Green Book of Getting Your Way, The Little Platinum Book of Cha-Ching, The Little Teal Book of Trust, The Little Book of Leadership, and Social BOOM! His website, www.gitomer.com, will lead you to more information about training and seminars, or email him personally at salesman@gitomer.com.2011 All Rights Reserved. Dont even think about reproducing this document without written permission from Jeffrey H. Gitomer and Buy Gitomer. 704/333-1112

Sales Moves by Jeffrey Gitomer: The New Cold Call – It’s NOT Cookie Cutter

Stephanie grew up watching her grandfather glide through his Floridian hotel lobby, pleasing his guests who drove 100 miles to experience his hospitality. That early inspiration led Stephanie to the front desk of Chicago's Drake Hotel, the day after graduating from the University of Illinois/Champaign. Her hotel career skyrocketed to sales and marketing roles with Hilton Worldwide, Air France/Meridien Hotels, and Omni Hotels & Resorts. With her vast Rolodex, and never leaving any stone unturned, Stephanie followed her organizational and artful instincts to become an event planner. Through a consortium of boutique event houses, she attracted blue-chip clients to produce events coast to coast. Next, Stephanie was tapped as Director of Development at the Terra Museum of American Art. She studied the collection for years as a museum docent, helping the education department establish a corporate relations orientation through tours. Once employed, Stephanie managed all cultivation aspects, restructuring the museum’s revenue goals by turning the building into an event venue for profit. Stephanie's pioneering set a precedent for the way cultural events would long be held. The newly found word "edutainment" was no longer a mystery. Bass Hotels of the UK sought Stephanie as a director for their coveted Allerton Hotel restoration and re-opening, where she directed 25 inaugural engagements. Her strengths were best leveraged in Talent Management with weekly staff orientations. She motivated the team to re-launch the radio breakfast club, with area celebrities and neighbors highlighted on the air.   Stephanie most fondly reveres her Chef Concierge role at The Talbott Hotel, an award-winning Gold Coast property in the luxury boutique category. ("Chef" meaning head or chief in French, not a role in the hotel kitchen!) Her training expertise came into play with one-on-one and classroom training for seven years. Stephanie earned the highest designation of Les Clefs d'Or, and is Past President of the National Concierge Association – Chicago. She was also a finalist for the Illinois Hotel & Lodging Association Stars of Industry Annual Awards. Stephanie is a Certified Guest Service Professional (CGSP) as awarded by the American Hotel & Lodging Association.

Search Results For "Stephanie West"

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