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Don Brown dedicates his career to leadership, sales and service effectiveness – period. Bilingual and experienced at the executive and line-level alike, you see the results of his work across dozens of industries, including brewing, automotive, airline, banking and pharmaceuticals.   With over thirty years working in the industry, Mr. Brown is heavily experienced in all phases of major performance systems implementation, from research and design to facilitation and coaching. Working with customers such as Anheuser-Busch, Dell Computers, Ford Motor Company, US Airways and United Airlines, Harley-Davidson Motor Company, Jaguar Cars, Compuware Corporation, SYKES, and Hilton Hotels, Don is accustomed to working domestically and internationally across all functional disciplines.   Mr. Brown is now releasing new Multi-Touch™ performance products and services.  Based upon his in-depth customer research and the premise that it takes several touches to learn, to teach, to sell and to lead – Don integrates the best of the best into a powerful sequence to help people with people around the world.   Don cherishes his work and mentorship under Paul Hersey and Marshall Goldsmith as the solid foundation of his success. Affiliated with Dr. Hersey for over 25 years, Don co-authored “Situational Service® – Customer Care for the Practitioner” with Paul, and has worked hand in hand with him to create several highly successful training programs, including; Situational Service®, From Vision to Results™, Situational Leadership® In A Team Environment, Situational Selling® – Creating Readiness to Buy, and Performance Readiness®.   Mr. Brown authored “What Got You Here Won’t Get You There – in Sales!” with Marshall Goldsmith (McGraw-Hill, October 2011) and has just finished “Bring Out The Best in Every Employee – How to Engage Your Whole Team By Making Every Leadership Moment Count!” (McGraw-Hill, November 2012).   Don takes great pride in his long-standing customer relationships, some running over twenty years. Don earned an Honors Degree from Michigan State University in foreign languages, and a Masters in Management with Dr. Hersey at California American University. Having lived and studied at the University of Seville in Spain, Don works regularly in English and Spanish in Europe and Latin America. He lives in Ann Arbor, Michigan.

Don Brown

Chris Browning explains that to take advantage of social learning, we need to do more than enable employees to share information, we need to push for collaboration.

Don’t Be Lazy With Social Learning

Winter 2018 - CTDO Magazine

Mentoring relationships don’t only help and benefit mentees.

Reaping Rewards as a Mentor

When it comes to leadership, vulnerability is often mistaken for weakness. However, research and practical experience show that demonstrating vulnerability to your team as a leader can actually be a strength. Embracing vulnerability is required to build trust, encourage open communication, and build a stronger, more cohesive team. Today, we’re going to discuss the transformative power of vulnerability in leadership and some practical tips for starting to be more vulnerable with your team today. The Power of Vulnerability in LeadershipBrené Brown, a renowned researcher on vulnerability, defines it as “uncertainty, risk, and emotional exposure.” For leaders, this means admitting when you don’t have all the answers. It also includes sharing your challenges and being open to feedback. Vulnerability fosters trust, encourages open communication, and builds stronger relationships within teams. Long story short, it makes you seem more human and much more relatable. Building Trust and ConnectionWhen leaders show vulnerability, they create an environment where employees feel safe to express their honest thoughts and ideas. This openness leads to stronger connections and trust. Teams that trust their leaders are more engaged, more innovative, and more willing to go the extra mile. The flip side of is that when teams don’t trust their leader or organization, you’ll see higher levels of stress, more burnout, and lower retention rates. Encouraging Authenticity and EngagementVulnerable leaders are authentic leaders. Authenticity in leadership means being true to yourself and aligning your actions with team or organizational values. When leaders are authentic, they inspire their teams to be genuine and committed to their work. This authenticity boosts employee engagement and morale. It also creates a culture where employees feel valued and motivated to do their best work. Enhancing Learning and GrowthAdmitting mistakes and uncertainties is a key aspect of vulnerability. This openness to imperfection encourages a culture of continuous learning and growth. When leaders acknowledge their mistakes, they set an example for their teams to embrace failure as a learning opportunity. A growth mindset is necessary for success. Vulnerable leaders show that it’s OK to make mistakes and demonstrate how to learn from them. This not only creates an opportunity for personal growth but also drives innovation and resilience throughout the organization as a whole. Improving Decision MakingVulnerable leaders seek input and feedback from their teams, leading to better decision making. By considering diverse perspectives, leaders can make more informed and effective decisions. This collaborative approach not only improves outcomes and helps you hit those TKRs but also allows employees to take ownership of their work. This is one of the most effective ways to be sure your decisions align with the organization’s goals and values while simultaneously improving your team’s cooperation and performance.Practical Steps to Embrace VulnerabilityLet’s go over a few simple ways you can start to embrace vulnerability with your team:Admit When You Don’t Know: It’s okay to say, “I don’t know.” You’re only human; not knowing is part of that experience. Being honest about the unknown opens the door for collaboration and problem-solving.Share Personal Stories: Share experiences of challenges and failures. This helps humanize you and makes you more relatable to your team.Ask for Feedback: Regularly seek feedback from your team and act on it. This shows that you value their opinions and are committed to improvement.Encourage Open Communication: Create a safe space for employees to share their thoughts and ideas without fear of judgment.Lead by Example: Demonstrate vulnerability through your actions. Be transparent about your goals, challenges, and decisions.Vulnerability is a cornerstone of effective leadership. By embracing vulnerability, leaders can build trust, encourage authenticity, foster growth, and improve decision making. It’s time to shift the narrative and recognize that showing vulnerability is not a weakness but a powerful strength. Embrace vulnerability and watch how it transforms your leadership and your organization.

How Showing Vulnerability Can Strengthen Your Leadership

The worldwide talent development community is diverse. Our members bring a wealth of experience and insight to their work. We're spotlighting their stories.Hans de Graaf has been a member of ATD since 2015 from The Netherlands. Here's his story in his own words.Tell us a little bit about yourself.I am a father of two sons and a daughter, and a grandfather of four beautiful girls and a boy. My wife, Janita, and I will celebrate 30 years of marriage in July.I live in Assen (the Netherlands). My office is just a five-minute bike ride away. From there, I serve customers around the world via online media.I was born in 1966 in a little town in the middle of the Netherlands. I studied analytical chemistry at Utrecht University.My first jobs were in the pharmaceutical industry. I started as a sales rep. After a few years, I was promoted to head of the purchasing department.In 1995, I started my first official company. Since then, I have started, sold, and closed several companies. See my LinkedIn profile for a complete list of my work journey.As an entrepreneur, I fell into the trap that when you become successful and get people working for you, you become a manager. For me, that meant that my day was filled with things I didn't like and things I wasn't good at. Unfortunately, this also influenced the atmosphere within my family.2015 was a significant turning point. After almost burning out, I decided to sell all my companies and start from scratch. The result is the project I am working on right now: the Brainfulness Institute.What are your personal and professional goals?My goal in life is to empower brilliant brains to bloom.Your brain does not come with a user manual, so how can you live with and use your brain in the best possible way?My answer to that is brainfulness. Brainfulness is the rational counterpart to mindfulness. It teaches you how to use all your brain's features and not only the ones that are triggered by the environment your brain is in.Because brainfulness is so rational, it is specifically targeted to people who are not attracted to mindfulness and other forms of meditation.What challenges have you overcome throughout your career?Sometimes I introduce myself as a former VIP—very indecisive person. I am a typical maximizer. Maximizers take long to decide. And even after the decision, they are not satisfied. They keep researching to find proof that they've made the best decision possible.Research shows that maximizers make better decisions but at two high costs: time and happiness.Because of this mental handicap, I started to study decision making and the role of the human brain.This quest helped me to find practical ways to mitigate my natural tendency to maximize.One example: I minimized the number of my decisions to make some decisions for the rest of my life. On stage, you will always find me wearing the same brand of shoes (brown or black), size 43, width H. Instead of spending one or two days buying shoes, it has now become a no-brainer.What’s the most valuable thing you’ve gained or experienced during your membership with ATD?I've learned never to overestimate people's knowledge. The solution that I've found to work for me is never to assume but always ask relevant questions.Learning how to ask good questions is still a work in progress for me. I believe that the master will always be a student. I'll always be a student in questioning, that's for sure.Can you share any professional tips, specific to talent development, that you have picked up along the way?Don't expect people to remember what you say or try to teach them in an e-learning course. There are many things you can do to improve retention. The one thing that people forget too often is to repeat the message. If you don't repeat several times, people will forget most of it. This phenomenon is known by the name “The Ebbinghaus Forgetting Curve.”At ATD’s International Conference & EXPO in 2016, I spoke about this topic. As an ATD member, you can watch the video of my presentation here.What’s a common misconception you see when it comes to talent development?I see that many brain myths are still educated and used.For example, the myth that humans have an attention span less than a goldfish. Please search in Google for “attention span goldfish myth.”Human brains like simple stories, and they like the accompanying conclusions. But simple is not the same as truthful.Suggestion: Order a book about learning myths—for example, Millennials, Goldfish & Other Training Misconceptions. You can order it on the ATD website.Do you have any advice for people looking to further their careers?Never see your career separate (or even opposite) of your purpose. Having a purpose in life gives you not only a direction in the long-term helps you to make purposeful decisions on a day-to-day basis.Do you want to have a purposeful career and be happy too? Then you'll need a purpose where you serve people. A people-serving purpose will give you meaning. And making progress on your purpose will give you moments of happiness.What is your personal definition of talent development?Talent development = brain development.Every brain is wired differently. That is why a one-size-fits-all approach is rarely successful. The challenge in talent development is to develop every brain within your organization.How do you stay motivated?I evaluate my behaviors in relation to my most valuable values every day. Where did I trust my autopilot too much and showed behaviors that are not in line with my values or purpose?For me, it turned out to be a practical solution to have my priorities almost always top of mind. They guide me in personal and business decision making. Besides, I track progress on my purpose regularly. Seeing progress on my purpose is the best motivator for me to keep going.How do you find meaning in your work?By serving people. I think that I have an important message to share that can help many people around the world. That fuels my battery and gives me the energy to not only work hard but also to be resilient when things don't go as planned.I strongly feel that brainfulness is my legacy, my gift to the world. It is my wish that even after my time on this earth has ended, people will perform better and be happier because of the simple brainfulness principles and practices.Have your own story to tell? Share it with us.

"Empower Brilliant Brains to Bloom"

Don’t ask how to measure training investments, ask how relevant is training to the participants, their bosses, and the business as a whole.

How Can You Ensure Transfer of Training—to Get the Results Business Leaders Want

Sally is the chief learning officer for a large well-known bank. She was recently brought in by her CEO to “professionalize” the Learning and Performance function within the company. Sally inherited a very extensive learning measurement system that rigorously cataloged the results of each training course using Likert-Like questions and numerical averaging.As Sally sifts through the data, she notices something curious. Instructors whose smile sheet ratings were consistently low were still teaching, even after several years of poor results. Sally, of course, is thrilled! She’s been mandated to professionalize the learning function and already she’s found a problem she can fix. She makes a plan. She’ll bring her team together to improve—or fire—the low-performing trainers.Brilliant, right? Maybe! It depends on whether Sally’s assumptions are accurate:Instructors who get the best smile sheet ratings will help their learners achieve the best learning results and the best on-the-job performance. Instructors who get the worst smile sheet ratings will produce learners who achieve the worst learning results and the worst on-the-job performance.Interestingly, Sally’s predecessors never thought to correlate their smile sheet ratings with learning results or on-the-job performance. Sally, like most L&D professionals, doesn’t think of doing this either. She just assumes that smile sheet results are related to learning outcomes. Indeed, as an industry, we tend to assume that smile sheets are telling us something important about the successes and failures of our training efforts. Are we right? Is Sally right? And does it really matter, anyway?In 2013, ATD and i4cp teamed up to examine how organizations measure the effectiveness of the learning programs. The research, reported in The Value of Learning: Gauging the Business Impact of Organizational Learning Programs, found that Level 1 smile sheets were by far the most common method of measuring our learning solutions. One implication from these findings is that we, as workplace learning professionals, get most of our feedback from smile sheet data.Consequently, because feedback enables improvement, the validity of smile sheet data is critical. In other words, if we’re not getting good data from our smile sheets, we’re not going to be able to create maximally effective learning.Research on Smile SheetsSo, what does the research say? Are smile sheets effective in giving good feedback? The short answer is No. Two meta-analyses in the scientific literature covering more than 150 research studies found that smile sheets are virtually uncorrelated with learning results (see Further Reading below). Specifically, both meta-analyses found that smile sheets were correlated with learning results with a correlation of r = .09.Statisticians tell us that correlations below r = .30 should be considered weak correlations. Therefore, a correlation of r = .09 is practically no correlation at all! It would be like correlating smartphone usage with hair color.Bottom line: Sally’s assumptions were faulty. Our assumptions, as an industry, have been faulty for decades. We’re all caught in the delusion that smile sheets tell us something important, when in fact they may regularly mislead us.A Smarter Smile SheetWow! What should we do then? Should we throw out our smile sheets? Should we collect data to be polite and then ignore the data? I don’t think so. After thinking about the smile sheet problem for a decade or so, I’ve come to the conclusion that if L&D professionals redesign smile sheets from the ground up—based on the science of learning and guidelines from the measurement field—we can build effective smile sheets.In Performance-Focused Smile Sheets: A Radical Rethinking of a Dangerous Art Form, (more info available at www.SmileSheets.com), I describe how to build a much more effective smile sheet. There are two critical aspects.First, questions should be based on the science of learning. Because we’re asking that our smile sheets tell us about learning, it makes sense to base our smile sheet designs on learning science. Second, we have to do a better job of designing our smile sheet questions. Most of us use Likert-like scales or numerical items, both of which are fundamentally inappropriate for smile sheet use. We also have to help our learners make good smile sheet decisions. According to research from Brown, Roediger, and McDaniel (2014), as well as Kirschner and van Merriënboer (2013), learners don’t always know their own learning. Because of this, asking them questions about their learning may give us faulty information—unless we design our questions to support their smile-sheet decision making. Too many of our questions ask learners to answer questions they are not prepared to answer.Here are some of the major areas that smile sheet questions should target:ability of learners to successfully apply what they learned to their work learners’ full comprehension of what was presented to them learners’ capability to remember what they’ve learned level of motivation that learners will bring to implement what they’ve learned post-training resource that will guide and enable learners to persevere in putting their learning into practice.Most smile sheets do a poor job of targeting these issues, which is unfortunate because it is through these types of research-inspired factors that learning effectiveness can be discerned.Bottom LineMost of our smile sheets are ineffective and provide poor feedback. Fortunately, we can build better ones. Of course, smile sheets will never give us all the information we need. It’s critical that we also measure learning by focusing on learner comprehension, decision making, and memory, as well as measure application by examining the factors and results produced in the way of on-the-job performance.While smile sheets are never enough, most organizations will continue to use them, so we ought to make them as effective as possible. Scientific research makes it clear that our current smile sheet efforts are ineffective. Fortunately, the science of learning and wisdom from the measurement field give us hope for better smile sheets.Like what you read? Join us at the ATD 2016 International Conference & Exposition in Denver, CO, May 22-25 to hear Will Thalheimer speak.Further ReadingAlliger, G. M., Tannenbaum, S. I., Bennett, W., Jr., Traver, H., & Shotland, A. (1997). A meta-analysis of the relations among training criteria. Personnel Psychology, 50(2), 341-358.Brown, P. C., Roediger, H. L. III, & McDaniel, M. A. (2014). Make it stick: The science of successful learning. Cambridge, MA: Belknap Press of Harvard University Press.Kirschner, P. A., & van Merriënboer, J. J. G. (2013). Do learners really know best? Urban legends in education. Educational Psychologist, 48(3), 169-183.Sitzmann, T., Brown, K. G., Casper, W. J., Ely, K., & Zimmerman, R. D. (2008). A review and meta-analysis of the nomological network of trainee reactions. Journal of Applied Psychology, 93, 280-295.

Are Smile Sheets Supported by Research?

If you’re an L&D professional trying to get internal buy-in for a new training initiative, you’ve likely felt the pressure to create a full-blown, highly detailed proposal before bringing it to leadership.But what if the fastest way to a “yes” isn’t about completeness, but about confidence?Here’s a powerful, time-saving idea: Pilot your idea before proposing the full program.Instead of writing a 20-page proposal and waiting weeks for feedback (or silence), run a small version of the training with a test group. Think of it as building a prototype instead of a polished product.Why Pilots WorkExecutives aren’t just evaluating your proposal—they’re evaluating you. A pilot says:“I’ve already tested this idea.”“I’m not asking for a leap of faith.”“Here’s real-world data and feedback.”Even better, it gives you the chance to:Gather quotes and results that strengthen your case.Adjust based on early feedback (before you go wide).Demonstrate initiative, ownership, and results-orientation.Real-World Example: A Pilot That Opened the DoorIn 2020, the U.S. Air Force recognized a growing need to strengthen data governance across its departments. Instead of pitching a massive training overhaul, they started with a three-day pilot course for just two staff members. The results were so promising that leadership approved a three-year agreement to expand the program across the entire agency.How to Pilot FastHere’s the streamlined version:Start small. Pick one team or department where the training will have a noticeable impact.Keep it light. Think microlearning, a one-hour workshop, or even a facilitated team meeting with a training component.Measure something. Track one or two outcome indicators—engagement, confidence, behavior change, feedback ratings.Share the story. When you pitch the larger initiative, lead with a real story: “Here’s what happened when we ran this with the support team last month…”Suddenly, your proposal isn’t just an idea—it’s a proven improvement.Especially Helpful If You’re NewIf you’re new to your organization, a pilot can be your secret weapon. You’re still learning the culture and building credibility. A lightweight prototype lets you earn trust, start conversations, and show results fast—all without needing immediate executive buy-in for a massive rollout.The TakeawayYou don’t need perfection to get approval. You need proof. A well-executed pilot gives you that proof—without burning time or political capital.Ready to Try a Pilot? Start Here.Find a friendly team. Choose a department with a known need and a manager who’s open to experimentation.Pick a slice. What’s one lesson, tool, or concept from your bigger idea that you can test in 30–60 minutes?Measure one thing. Ask participants one question before and after. Even a small shift can signal impact.Want to Increase Your Chances Even More?Download the LPC Winning Training Proposal Checklist—a one-page guide you can use to quickly evaluate your proposal (or pilot!) before you send it up the chain.Covers the top elements executives look forBased on research-backed insightsWorks at any stage: idea, draft, or ready-to-sendGrab the checklist here → leadershipprogresscycle.com/winning-training-proposal-checklist.(And if you want a second pair of eyes, reply to the download email—we write a lot of proposals and we’re always interested in sharing, gathering new insight, and building relationships.)

Want to Sell a Training Proposal Fast? Don’t Build the Whole Thing First

When Apple released the first iPhone in 2007, it turned the mobile world on its head. It eliminated the physical keyboard, untethered the internet, democratized photography, and let you pick the apps. Why was this so genius? Because they didn’t just iterate on the mobile device concept; they gave you an “everything machine.” They weren’t selling functions; they were providing possibilities. The iPhone wasn’t a contented improvement over existing technology; it was a reimagining of what’s possible. Before the iPhone hit the market, the device-du-jour was arguably the Motorola Razr. Its slim, dark lines screamed coolness when opened one-handed. But you simply had a Razr. Just like everyone else. And 4-4-3-3-5-5-5-5-5-5-6-6-6 just spelled "hello." The iPhone destroyed that overnight. You made the iPhone what you wanted it to be. You took your own photos and made them backgrounds. You installed and used the apps of your choice. You defined the device instead of it defining you. So, why this trip into digital nostalgia? Because we are again at a time when the scales are about to tip and the world shifts. Artificial intelligence (AI)—call them bots, enhancements, or features—is showing up in nearly every piece of software. Even my browser now tries to predict and write for me. (Don’t fret; a real-breathing human wrote this piece.) Likewise, the learning and development space is seeing a rising tide of features like content generation, tone analysis, writing improvements, question creation, and more. While these remarkable functions make designers’ work easier and more efficient, I would argue they are the “default apps” of our day. Put another way, they are akin to the “Snake” game on my original Razr. Before your hackles flare, let me clarify. I loved that Snake game. I spent more hours chasing apples than I care to confess because the app was simple and fun and provided exactly what it was designed to do—just like the AI features showing up in our software. There is unquestionably a desire and necessity for features and functions like these. Sometimes you just need an easy button; sometimes generating 10 questions is the perfect starting place. But what happens when information technology approves a different LLM than the one leveraged in your software? What happens when the generated content is only marginally helpful? What happens when your security team questions the data privacy behind the provided features? These questions drive me to beg for possibilities instead of just features. Because we deal in proprietary content in the corporate learning space, and the need for security, governance, and accountability are paramount, we cannot be satisfied with only single-function, pre-defined solutions. Nor can we continue with right-conscious to secretly copy/paste into the LLM of our preference before the cobra-like questions above rear their heads. So, what is the solution? A rethinking. A reimagining. By no means am I calling for a replacement of single-function solutions. I love the default apps on my phone. What I’m asking for is that software companies also start thinking about possibilities. I appreciate easy buttons, but as an organization, I want to be able to choose and define which AI features show up. I want to bring the services most useful to my team into their workflow. I want to fine tune the results from these tools for a better fit. And I want to choose the LLM that empowers these features. Essentially, I want to determine the best solutions instead of having the software determine them for me. For an example of this type of forward-thinking, look at Xyleme’s Sidekick implementation. It is all about empowering organizations through possibilities. L&D recognizes the value behind personalized learning, and that the best way for someone to improve is to meet their learning needs. That’s all I’m asking for in how we continue the rush of AI implementation. Don’t let your vision be clouded by where we’ve been. Be brave enough to offer possibilities—because the software solution that allows me to choose the AI, determine and meet the needs of my employees, and leverage the services we need, just iterated on the same type of magic that made the iPhone so revolutionary.Now, please excuse me. I must go beat my high score on Snake.

From Features to Possibilities: Why AI in Learning & Development Needs an iPhone Moment

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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