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Alan Carey

Which Skills Spell Success in OD

As learning professionals enabling employees to reskill and upskill to meet the challenges of constantly changing performance requirements, helping to make employees “sticky” should be a priority.

Get Stickier: Hacking Your Brain to Become a Better Learner

 Switching careers is a challenging step in any field, and particularly in talent development. For the most part, the “community” can seem relatively small and well-networked in most geographic areas, so you typically need to gain experience and become a “known quantity.” Here are five critical success strategies for moving into a career in talent development.Step #1: Join Your Local AssociationBecome active in local chapters of professional associations, such as ATD or SHRM. Start off by attending local chapter meetings, but do not go with the intent of giving your resume to every potential employer you meet. Instead, determine a professional question or issue you would like to gather more information on so you can present yourself as a serious professional—rather than a frantic job seeker.Step #2: Pay Attention to Your Online Professional PresenceBe sure that all of your online professional networking profiles (such as LinkedIn) are well-written, accurate, and present the image you want. Be aware of “hot” terms and phrases, and try to use them in your profile naturally. Many recruiters do searches on professional networking sites before even posting a job (or even in place of posting a job). Your profile will help you get noticed!Also, be very careful about any information that you post on social networking sites like Facebook. Although I do not advocate using social networking sites for professional networking, many employers search them when conducting informal background investigations. If they find something “embarrassing,” it could affect their willingness to consider you for an available opportunity.Step #3: Seek Out InternshipsIf you are pursuing an additional degree to help you break into the field, find out what internship opportunities are available through your degree program. Most talent development managers not only look for a degree, but also for experience. Having a high-quality internship helps conquer the challenge of getting experience when you don’t have any.In addition, many corporate employers use internships as a recruiting tool. Internships enable potential employers to review your skills on the job, as well as discern what kind of “fit” you are for the company. Likewise, you can get a feel for the organization’s culture and whether it is a good fit for you. Some retention statistics indicate that employees recruited through internships are more likely to stay in the long term.Step #4: Find Ways to VolunteerIf not currently pursuing a degree, look for volunteer opportunities that will provide related experience. Remember: Experience does not have to be paid! Many nonprofits and community organizations can use the skill sets of aspiring talent management professionals—not to mention, they provide exceptional volunteer experiences.You should also look for volunteer opportunities within the local chapter of the association you joined. These opportunities might range from being a greeter at chapter meetings to volunteering on a professional task force or committee. In a volunteer capacity, you will have a “purpose” to meet more people, and become known as someone truly interested in the profession.Step #5: Conduct Information Meetings With the Pros in Your AreaSeek out opportunities to have informational meetings with people currently working in the talent management field. I find that offering to take a potential contact out to breakfast or lunch is a good way to get them to agree to a meeting.When you do sit down for an informational meeting, have a carefully prepared list of questions. Do NOT treat the opportunity as a job interview. This meeting is simply an opportunity to learn more about the talent development field and expand your network.Bottom LineSwitching careers can be a challenging and frustrating experience. Simply pursuing an additional degree, although it may help, will not guarantee success in making the switch. Using these strategies to gain experience and become a known quantity in the talent management community will increase your prospects for success.For more career advice, join Alan De Back and Barbara Seifert on October 30 for the webcast, Leveraging Your Degree in Talent Development.

5 Strategies for Switching to a Talent Development Career

In the TD at Work, “Marketing Your Career Brand,” Michelle Carroll and Alan De Back outline five ways to effectively use social media to promote your career brand.

5 Ways to Use Social Media to Promote Your Career Brand

CEO, Carroll Career Consultants, LLC Michelle M. Carroll is an expert career coach, as well as a speaker, facilitator, and trainer. She is the founder and CEO of Carroll Career Consultants, a career management company providing services to federal, corporate, and academic organizations. For the past three years, Michelle has been contracted with NASA Goddard Space Flight Center to lead their career coaching program. She has worked on additional contracts with the Government Accounting Office, Department of Health and Human Services, Department of Homeland Security, Federal Deposit Insurance Agency, and Department of Housing and Urban Development. In addition to employee coaching, Michelle has facilitated numerous workshops and supported midlevel leadership, emerging leader, and emerging professional programs. Michelle received a bachelor’s degree from the University of Maryland College Park and a master of arts in career development from John F. Kennedy University in California. She is committed to learning and holds many certifications, including Master Career Specialist, Certified Career Management Coach, Global Career Development Facilitator-Instructor, Online Professional Networking Strategist-LinkedIn, Micro-Blogging Career Strategist-Twitter, Certified Tough Transitions Career Coach, and Certified Brain Based Success Coach. Her most recent publication is the 2014 TD at Work issue “Marketing Your Career Brand,” co-authored with Alan DeBack. Contact Michelle at 443-396-3602, michelle@carrollcareers.com, or www.carrollcareers.com.

Michelle Carroll

Alan De Back is an independent career counselor and learning consultant located in the metropolitan Washington, D.C., area. His experience includes more than 20 years in career counseling and learning- and training-related functions. In addition to his current independent role, Alan has served as director of global learning for an Internet consulting firm and manager of leadership development for a major aerospace corporation. His experience also includes roles as a career counselor, trainer, and program manager for a local Northern Virginia government, and assistant director of career services for a major Upstate New York university. Alan holds a bachelor’s degree in psychology and history from the State University of New York at Geneseo, a master’s degree in human resource development from Rochester Institute of Technology, and a graduate-level certificate in Industrial Labor Relations from Cornell University.

Alan De Back

Consulting is an attractive career option for professionals eager to share their knowledge and experience to improve workplaces and foster growth in organizations. The freedom of a self-directed work life, choosing clients that align with your ethos, and bringing in substantial earnings are some of the draws of starting a consulting practice. With your own practice, you will encounter many challenges and growth opportunities that might not come in a traditional employment situation. You can take what you’ve learned from your years of experience in talent development to become a trusted advisor and active partner to different organizations.To keep up with a rapidly changing landscape, every consultant can benefit from different perspectives on how their peers start, build, and scale their consulting practice. We asked two contributors for ATD’s Handbook for Consultants the questions that every consultant should ask themselves routinely throughout their career. Together, Sharon Wingron and Dolores Kuchina-Musina bring close to 40 years of experience to give you valuable insights to take into your consulting career. If you’re launching your company, are steadily growing, or need a new direction after years in business, these experts provide an honest glimpse into their practices, lessons learned, and advice for creating and sustaining a rewarding and meaningful career as a consultant.How did you decide to become a consultant?Sharon: With a degree in engineering management and work experience in telecommunications and manufacturing, I completed my MBA and decided it was time to figure out what I really wanted to be when I grew up. I did several informational interviews, took personality and career assessments, and reflected on my strengths, talents, and dreams. After my “year of reflection,” I determined I was destined to be in the training and development profession, and that having my own consulting business would be the best way to fulfill my purpose and have the flexibility and lifestyle I desired.Dolores: I chose consultancy due to my inherent curiosity and passion for unraveling complex systems. Raised in a physics-centric household, with my mother and grandmother holding PhDs, I learned the value of inquiry and exploration early on. Despite this scientific backdrop, I gravitated toward contract law and negotiation, fascinated by their creative use of language to shape outcomes. Venturing from science to law allowed me to nurture my creativity while engaging in intellectually stimulating work. Pursuing a PhD deepened my understanding of contracts, particularly Other Transaction Authorities (OTAs), enriching my analytical toolkit for navigating innovation policy. As a consultant, I’m driven by curiosity and a commitment to effecting meaningful change in contracts and innovation.What’s something unique or unconventional about your consulting practice?Sharon: Early on, I decided I wanted “products” to pay for life and my “services” to provide a positive contribution to the world and fuel my passion. I became an independent distributor of Carlson Learning Company’s DiSC assessments, which provided the opportunity to sell the assessments directly or embed them in my services. Being a part of this network supported my ongoing professional development while the tools legitimized my offerings and gave me frameworks to build on. Over time, this evolved into being an Authorized Partner for the Wiley Workplace Learning Solutions of Everything DiSC, The Five Behaviors, and PXT Select.Dolores: REXOTA’s consultancy stands out for its focus on fostering cross-sector collaboration and transforming innovation policy. While many firms target specific sectors, REXOTA bridges businesses, government, and academia, offering a holistic approach. It prioritizes practicality over theory, delivering measurable solutions for real-world applications. This approach reflects my diverse experience and ensures clients receive tailored actionable insights. Moreover, REXOTA’s mission to redefine acquisition practices underscores its forward-thinking ethos. By advocating education and support, it empowers clients to navigate innovation policy confidently. REXOTA’s commitment to cross-sector collaboration, practical solutions, and innovative acquisition strategies positions it as a leader in consultancy for driving impactful change.What’s your litmus test to determine if a potential client will turn into a mutually fulfilling relationship?Sharon: In our discovery and needs assessment discussions, I get a feel for the company and their leadership approach, as well as the services they are requesting and the outcomes they are pursuing. In addition, I seek information about their timeline, budget, and internal resources. While it is important to ensure I have the capacity and skillset to do the work and they have the resources to support a successful project, ultimately their foundational philosophy needs to align with my values and beliefs. I’ve learned that if they don’t value people as I do, the relationship won’t work.Dolores: I employ a litmus test aligned with REXOTA’s ethos. Firstly, I gauge alignment of objectives, ensuring shared values and missions. Collaboration is pivotal; I seek clients who value teamwork for mutual success. Prioritizing practical solutions over theory is key, resonating with REXOTA’s approach. Long-term commitment matters: I assess clients’ interest in sustained collaboration. Lastly, respect for expertise is crucial; clients valuing REXOTA’s cross-sector insights foster a trusting relationship. This multifaceted evaluation ensures partnerships are productive and mutually fulfilling, echoing REXOTA’s commitment to driving impactful change in innovation policy and acquisition practices.What’s a consulting mistake you made at the beginning of your career, and what did you learn from it?Sharon: Early in my career, I said “yes” to too many projects. This had negative outcomes: I did work that I wasn’t the best suited for, and I over-extended myself. I’ve learned to deeply consider the needs of the client, my skills and passion for the work, and my physical, mental, and energetic capacity to deliver excellent results, both from a project outcome basis and a client relationship perspective. I’ve learned to be more realistic regarding what I’m capable of and to manage my calendar conscientiously: blocking time, noting other responsibilities and commitments, and ensuring balanced work/rest/play time.Dolores: In my eagerness to always grow and meet the needs of my current and future clients, I sometimes took on more work than I could handle effectively, leading to high stress without asking for help. From this experience, I learned the importance of setting realistic expectations and managing workload effectively. I realized that it’s crucial to carefully assess my capacity and capabilities of myself before accepting new projects. Additionally, I learned the value of clear communication with clients regarding project timelines, deliverables, and potential challenges. I discovered the significance of prioritization and delegation. Recognizing that I couldn’t handle everything on my own, I brought on additional team members to help manage the workload. By delegating tasks appropriately and leveraging the strengths of my team, we could deliver higher-quality work within the allocated time frame. Ultimately, this mistake taught me valuable lessons about workload prioritization and the importance of building a capable team. These lessons have since guided my approach to consulting, resulting in more successful outcomes for both me and my clients.What’s an aspect of consulting that you still find challenging? What do you find rewarding about getting to the other side of it?Sharon: Like many consultants, I struggle to set my fees and price my projects, especially if it is a more complex, longer-term project. There are always so many variables to take into consideration. I prefer to use a “value-based” fee (popularized by Alan Weiss); however, it can be challenging to nail down the outcomes we are working toward and set up appropriate measures since we are focused on “soft/people” topics such as leadership development and culture. I am relieved when we move past the financial aspects and can focus on doing good work that makes a positive difference in people’s lives.Dolores: Staying in tune with the rapidly evolving consulting landscape poses a perpetual challenge. The industry continually births fresh methodologies, tools, and best practices, demanding constant learning and adaptation to maintain relevance. Embracing this challenge fosters expertise expansion, novel ideation, and innovative problem-solving for clients. By investing in ongoing education and skill refinement, I establish myself as a trusted advisor equipped to navigate the dynamic business milieu. Successfully navigating evolving trends empowers me to deliver heightened value, utilizing cutting-edge tools and methodologies to drive tangible results. Witnessing the transformative impact on clients’ enterprises reaffirms my dedication to perpetual learning and innovation in consultancy.Improve your skills with ATD’s certificate for consulting. Learn a five-phase consulting model to reach learning project performance goals.Browse chapters 10 and 19, and download a sample chapter of ATD’s Handbook for Consultants to get more in-depth insights on setting up, running, and growing your practice from Sharon and Dolores and the more than 37 consultants who contributed to this essential resource. In each chapter, you’ll get actionable consulting tips, in-depth discussions, resources, and other tools.How will you transform your consulting practice today?Sharon Wingron, CPTD®, has been enabling clients to connect, adapt, and thrive in the workplace with assessment-based solutions that develop PEOPLE (personal excellence–organizational performance–leadership effectiveness) since 2002. She is an award-winning Everything DiSC by Wiley Authorized Partner and a leader in the application of psychometric assessments. Sharon travels widely and supports clients around the world.Dolores Kuchina-Musina, PhD, MBA, PPCM, CFCM, NCMA Fellow, is the chief disruptor at REXOTA Solutions, a company in the Washington, DC, metropolitan area focused on strategy, planning, pursuit, capture, management, and administration of federal contract and agreement awards. Dolores has more than 10 years of experience in federal, state, and international public procurement.

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