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David Egan

The Many Opportunities of EFL Training

For almost 20 years, David Lange has pursued his curiosity about the world and how people lead in a global environment. He returns to TMC, bringing this curiosity and passion to his work as a global leadership strategist, trainer, and advisor. David’s primary areas of focus are global leadership strategy, global leadership program development, and customized talent development initiatives around the “global workplace of the future.”  With clients in every part of the world, David has served American Express, Novartis, Nestlé, Novo Nordisk, Microsoft, Gap Inc., Campbell Soup Co., MOL Hungarian Oil Co., Corning, Dow Chemical, Pfizer, Honeywell, MasterCard Worldwide, Air Products, Thomson Reuters, Deutsche Telekom, DPDHL, Johnson & Johnson, Boston Consulting Group, Imerys, Bunge, and MetLife, among others. David has specific experience in Europe, with a concentration on Central and Eastern Europe. He has also spent significant time in Africa in recent years, where he focused on helping organizations prepare for the future growth of the region by driving change management initiatives across Francophone and Anglophone countries. In 2012-2013 he was resident in Budapest, Hungary, renewing his ties with and knowledge of the region.  Prior to rejoining TMC, David worked as a Partner with Pivot Leadership and as the Owner/Founder of Aventine Associates. Previous experience also includes McKinsey and Company (Budapest, Hungary); Egon Zehnder International (Budapest, Hungary; Washington, DC; Atlanta, GA); and Russell Reynolds Associates (Atlanta, GA). In his previous roles at TMC he was part of the management team that led the sale of the company to Berlitz, Inc. in April 2008, while also serving as a facilitator, client account manager, and content designer.  David has a degree in international relations from the University of Virginia and an MBA from INSEAD in Fontainebleau, France. He is fluent in Hungarian, French, and German, in addition to his native English. When not indulging in the occasional gig with his longtime rock and roll cover band, he lives in Pennington, NJ with his wife Zsófia and their three children.

David Lange

Most of us are aware of the growing presence of Millennials in the workplace. This Research Week post discusses some of the research from ATD and other resources on Millennials at work, their skills, and preparing them to become leaders.Who Is a Millennial?The Millennial generation is projected to become the largest generation in the United States workforce. Millennials are defined roughly as those born between 1977 and 1997. Other generations often view Millennials as those who “want a fast-track to the C-suite, constant recognition and validation, and rewards whether they necessarily earned them or not,” according to the ATD Research report, Leadership Development for Millennials: Why it Matters.What Skills Do Millennials Bring to the Workplace?The 2015 Millennial Majority Workforce Study, from online workplace Elance-oDesk and Gen-Y consulting firm Millennial Branding, found that almost 70 percent of hiring managers believe Millennials possess skills that previous generations do not, including fresh ideas, adaptability, and tech-savvy. Because of these skills, and the fact that two-thirds of Millennials feel it is their professional obligation to stay current with the latest technologies, Millennials may be the answer to the current technological skills shortage in the workforce. Finding, Retaining, and Training Millennials With the skills that Millennials possess and the sheer fact that they will make up a large share of the U.S. workforce, it is imperative to know what Millennials want and need. But how easy is it to find the right Millennial for the job and keep him or her at the job?According to the same study from Elance-oDesk, 53 percent of hiring managers say it is difficult to find and retain Millennials, and only 14 percent indicate it is easy. Meanwhile, the Leadership Development for Millennials report finds that the average tenure for a Millennial at an organization is just two years, compared to five years for Generation X and seven years for Baby Boomers.  Some insights into how to attract and retain Millennials can be found in a recent report from Deloitte, Mind the Gaps: The 2015 Deloitte Millennial Survey, which finds that 60 percent of respondents feel a sense of purpose is part of the reason why Millennials decided to work for their current employer. Likewise, Deloitte reports: “Among businesses where Millennials say there is a strong sense of purpose, there is significantly higher reporting of financial success, employee satisfaction, and recruitment.”In addition to knowing how to attract and retain Millennials, knowing how to train them to become effective leaders will be critical for organizations as this new generation begins to dominate the workforce. According to the Leadership Development for Millennials report, most organizations don’t currently offer leadership development programs specifically for Millennials, even though many lack leadership skills. However, organizations that devote resources specifically to training Millennials (for example, having rotational development programs for millennials) have more success in developing their leadership potential than those that do not.More on Millennials in the WorkforceTo learn more about how organizations are preparing the millennial generation to manage and lead effectively now and into the future and how organizations can appeal to millennials, the full research report Leadership Development for Millennials: Why it Matters is available here. ATD Members have complimentary access to the whitepaper version of the report.

Research Roundup: Millennials, Their Skills, and Their Training Needs

David began his ATD career in July 2012 in the Research Services department. He helped in the quarterly release of the Learning Executives Confidence Index (LXCI) and was involved in the process of conducting, analyzing, editing and publishing research reports as well as conducting market research internally at ATD. He wrote the Learning & Development Trends in India, 2014 report. He also supported the ATD Forum and their members. In August of 2015, David was promoted to the role of Chapter Relations Manager, Eastern Area where he provides guidance, assistance, and resources to chapters consistent with the mission of ATD. He advises chapter leaders on the business functions of a chapter and works with volunteer chapter leaders to ensure continued growth and consistency of the ATD brand. David holds a Bachelor of Arts degree in Psychology from the University of Michigan with a minor in Applied Statistics.

David Frankel

Learning methodologies are cheat sheets. The ADDIE methodology (analyze, design, development, implement, evaluate) was developed by Florida State University for the U.S. Army as a repeatable and standard set of tasks to create training. At the time of its creation, similar methodologies emerged in other areas. For example Tom DeMarco, Ed Yourdon, and Larry Constantine were developing SSADM (structured systems analysis and design methodology) for data processing's growing complexity. In all cases, methodologies allow teams to follow a repeatable series of steps, adjusted for the context of their project, to drive speed and quality. These methodologies were called Top Down and later Waterfall, and that's where the problems began to emerge. David Parnas (U.S. Naval research), in “A Rational Design Process: How and Why to Fake It,” writes: "Many of the \[system's\] details only become known to us as we progress in the \[system's\] implementation. Some of the things that we learn invalidate our design and we must backtrack." Top Down doesn't backtrack easily. It's more start over than backtrack, and no one wanted to do that. Imagine painting a family portrait and then having to add another person to it. The IT industry tried to mitigate Parnas' reality by creating RAD (rapid application development). Requirements were gathered and upfront focus groups with critical stakeholders and iterative prototyping were used to drive design and development. This solved most of the backtrack problem, but many IT teams struggled with prototyping that would never end. They called this death spirals.  SAM (Successive Approximation Model), created by Allen Interactions, has emerged as an alternative to ADDIE, especially when doing e-learning solutions to drive performance improvement. The kickoff focus group is called Savvy Start, and the risk of death spirals has been mitigated through three design and three development iterations. Allen Interactions's philosophy maps the purpose of this methodology toward driving performance. The current iteration of methodology is “Agile.” This approach challenges not only the accountability of roles and ownership of deliverables, but also flies in the face of current multitasking project work. The primary difference in this approach is that smaller chunks are completely finished through locked-down teams in a fixed period of time (sprints). This is not prototyping—the deliverables are complete, useable components. In my opinion, true Agile is difficult to implement in typical corporate organizations and cultures without creating a new and independent organization. The chief energy officer of Torrance Learning, Megan Torrance, has been successful in using Agile approaches to deliver e-learning to their customers through LLAMA (lot like Agile methods approach), their unique approach to agile. So, there you have it: a brief breakdown of the methodology wars. It’s up to you to decide which works best for your design plans. For a deeper dive into the various learning methodologies, join me for the next online workshop, Essentials of Learning Design Methodologies: ADDIE, SAM, Agile, and More.

Methodology Wars: ADDIE vs. SAM vs. AGILE

Volume 4 of Train the Trainer, Measurement and Evaluation: Demonstrate Your Program’s Impact and Value, features essential new issues, along with evergreen material from TD at Work’s most popular issues.

Train the Trainer, Second Edition, Volume 4: Measurement and Evaluation: Demonstrate Your Program’s Impact and Value

Ken O’Quinn offers highlights from the almost 30 leaders who met at Yale to hone management skills.

Leaders Meet to Hone Skills at First ATD/Yale Management Event

Ilyse Veron is the Editor of The Public Manager as well as author of Editorial Perspective and a regular blogger and podcast anchor for www.thepublicmanager.org. Her previous credits include more than a decade with MacNeil-Lehrer Productions and bylines in Wired and Education Week's Digital Directions magazines, at cq.com, Foxnews.com, and in newspapers coast to coast via the Scripps Howard Wire Service. Her career began at The Brookings Institution, followed by years at Congressional Quarterly . In the mid-90s, she served as principal researcher on The System, a book by David Broder and Haynes Johnson. From 1995-2002 she reported for the NewsHour on national and business news, earning an Emmy award for coverage of the Justice Department's case against Microsoft and recognition from both the UCLA Anderson School of Management and the National Press Club. Since 2002 Ms. Veron has specialized in outreach and project management, working on citizen events and broadcasts such as PBS's By the People and Bernanke on the Record. In 2006 she developed a Generation Next: Talk to Power content partnership between the NewsHour and Yahoo News anchored by Judy Woodruff, and she has since developed content on various media platforms for nonpartisan nonprofits with a national focus.

Ilyse Veron

Dan McGrath is an award-winning sales trainer and coach. As vice president of client development at COACH MEdia, his vast experience and engaging attitude bring a unique and measurable approach to the sales process. Dan creates and implements skill development training and coaching programs in support of an integrated sales strategy. For the past seven years, he has provided sales training to many B2B client industries, including trade show and event organizers and digital media firms. By focusing on the goals, tactics, and skills of client sales organizations, Dan’s sales training programs have given his customers a winning, integrated sales approach that results in a positive impact on revenue. Prior to joining COACH MEdia in 2008, Dan spent 15 years in the media sales industry as both a sales professional and a sales leader. He joined COACH MEdia from Gartner, where he held roles of increasing responsibility, including vice president of sales. Dan began his career at Ziff Davis and worked in numerous senior sales positions, including director of sales. Throughout his career, he has excelled at selling, managing sales teams, recruiting sales teams, and developing sales executives. Dan has received numerous awards for recruiting, training, and developing sales professionals. He holds a bachelor's degree from the University of Rhode Island.

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