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Hans Fürst

THE ECONOMICS OF TRAINING AND DEVELOPMENT

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"

L&D Has First-of-Its-Kind Measurement Guide

Wanda Piña-Ramírez is an action-driven, strategic management and executive consultant with a proven track record of contributing to the bottom line in companies spanning from multinational corporations to small businesses located in Puerto Rico, the continental United States, the Caribbean, and Latin America. Her innovative, energetic, and open-minded consulting style is an asset when dealing with ambiguity and challenging business situations. As the longest-serving member of AON Puerto Rico’s Mejores Patronos (Best Employers) Committee, she has firsthand knowledge of industries as diverse as restaurants, insurance, medical laboratories, pharmaceuticals, hospitality, professional associations, hospitals, banking, pharmacy information systems, general information processing, refrigeration, medical devices, and building materials. Wanda is certified as a coach from the University of Puerto Rico at Río Piedras, as a practitioner in neurolinguistic programming and applied kinesiology by the International NLP Trainers Association, as a human resources administrator by the Escuela Avanzada de Administración de Recursos Humanos y Legislación Laboral de Puerto Rico, and as a legal intercessor for cases of domestic violence and aggression in Puerto Rico. She is a frequent guest on radio and television programs, where she brings together the legal and business components of talent development and human resources management, tackling such topics as business metrics, labor law, sexual harassment, and domestic violence. Wanda also contributes her expert opinion on the latest issues affecting today’s workforce to news outlets and other forums such as professional associations, business groups, and nonprofit organizations.Wanda is a partner in the Human Factor Consulting Group, senior consultant for AON, and subject matter expert, program facilitator, and program translator for SHRM specializing in Latin America. This Certified DDI Facilitator is field editor for ATD Links and co-author with Norma Dávila of Effective Onboarding (ATD Press, 2018), Cutting Through the Noise: The Right Employee Engagement Strategies for You (ASTD Press, 2013) and Passing the Torch: A Guide to the Succession Planning Process (ATD Press, 2015), as well as of articles in TD, T&D, The Public Manager, and multiple blogs. She has presented at ATD’s International Conference & Exposition, SHRM’s Talent Management Conference, SHRM’s Conference Preview Workshops, ATD’s México Summit, and Ellevate, among others.

Wanda Piña-Ramírez

Richard Griffiths is a psychologist and corporate trainer. He is the founder of the 3Q Institute and former national chairman of the transpersonal psychology section of the Australian Psychological Society. His published work represents his findings from a lifetime of research and practice as a psychologist and spiritual practitioner. Alongside his research in psychology, he maintained a personal spiritual practice, and has firsthand experience of a number of spiritual traditions. Eventually a secular synthesis of psychology and spirituality emerged from his research in the form of the spiritual intelligence paradigm, which is the foundation of training at the 3Q Institute.

Richard Griffiths

Spring 2015 - The Public Manager

We all know from first-hand experience that change is constant—but rarely is it easy. Here's some advice for public leaders on making change happen.

Making Change Happen

The winter 2011 issue of The Public Manager kicks off with a 3-article forum on homeless in the U.S. and what government can do to make a difference. Having had first-hand experience on these matters during my long government career - including assignments with the U.S. Office of Economic Opportunity (OEO) during the early years of the 'war on poverty" and the US Department of Health, Education & Welfare/Health & Human Services (HEW/HHS) - I was interested to learn what 's different in 2012! Well, these articles indicate that today's solutions are largely built around a combination of: 1) sustained, creative intra- and inter-governmental collaboration, 2) vigilant performance measurement (at all levels) and 3) smarter governance.The first article, contributed by U.S Department of Housing & Urban development (HUD) Secretary Shaun Donovan, is "Ending Homelessness in Our Time: Why Smart Government is Key," offers a very promising overview - particularly the "teasers" about actual case illustrations across the country. One would like to learn more about the innovative efforts already showing results in Cleveland, Chicago, NYC, Greater KC, Nashville and the State of Utah and such related apporaches as "HUDstat" and the varied HUD partnerhsips with HHS, the US Departments of Labor (DOL), Education (EDUC) and Veterans Affairs (VA). Are there Web sites where we can learn more about these innovations AND their measurable performance outcomes? I guess for that, we'll have to dig further at HUD's Web site - which I will do and report back in my next post.The second article, Interagency Collaboration Moves the U.S. Closer to Ending Homelessness authored by Barbara Poppe, executive director of the US Interagency Council on Homelessness, drills down more deeply into the strategic planning, goals, roadmap building AND numerical measures of success that have gone into these efforts. The key to all these multi-farious investments and undertakings at different levels of government and the private sector is Opening Doors Across America, "the nation's first (integrated) strategic plan to prevent and end homelessness" which has four goals: 1) ending chronic homelessness by 2015; 2) preventing & ending homelessness among veterans by 2015; 3) preveneting & ending homelssness for families, youth & children by 2020; and 4) setting a path to end all types of homelessness.Finally, in the third article, Homes Wiped Away by Natural Disasters, Frances Edwards, former emergency preparedness director for San Jose CA, shares poignant lessons from several natural disaster-devestated communities that demonstrate what kind of mitigation steps can be put in place to reduce the extent of homelessness. Some of these measure include: risk-based zoning, strict building codes, limitations on building in flood zones and along fault lines, further requirements in wild land and urban interface zones, etc. Again, further probing needs to be done to share links to sites that provide readers with more details on the rich case illustrations Ms. Edwards refers to (including the Whittier Narrows earthquake of 1987, the Loma Prieta earthquake of 1989, the Oakland-Berkely Hilss firestorm of 1991 and Hurricane Katrina less than six years ago.Please feel free to share more thoghts and details (including links) on these and related matters. I will do likewise.

Confronting the Challenge of American Homelessness in the 21st Century

Training directors from leading Dallas banks, utilities and other organizations were given a first-hand view of "Train- ino's Part in Building a First-Class Air- line" recently as Braniff Airways' Indus-trial Relations department and training personnel we

Astd News December 1961

Mark Van Buren, HR practice leader at CEB, has seen first-hand how the learning landscape has changed over time, requiring learning and development (L&D) to shift from building a culture of learning participation to creating an environment where learning is productive. He works with organizations to reduce wasted learning by ensuring successful implementation of their L&D strategies and platforms in a world where the majority of learning comes from outside the L&D function.

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