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John T. Miller II, PhDc, is a coach, consultant, and researcher. As an industrial-organizational professional, he specializes in front-end analysis, human performance improvement interventions, training effectiveness evaluations, and ISO 9001 standards. His background in military and civilian workforce leadership and training, combined with quality management acumen brings a notable point-of-view and tactical guidance on continuous improvement to organizations. As principal and owner of Askari 360, John helps employees improve functioning in their roles as manager, co-worker, and direct reports to include enhancing their ability to solve problems, make decisions, and become optimally responsive to change.

John Miller

Assessing Digital Literacy—A Framework for Developing a General Measure

Jo Miller is CEO of Be Leaderly. Jo is dedicated to helping women around the world advance into positions of leadership and influence—especially in male-dominated industries, such as technology, finance, aerospace, and energy. Through her keynotes, workshops, and webinars, Jo shares the steps women can take to succeed. Globally, she delivers more than 70 presentations—often return engagements—each year to audiences of up to 1,200 women. Jo has spoken at women’s leadership conferences, professional associations, and to women’s networks for hundreds of organizations that include Abbott, Amazon, Bank of America, Boeing, BP, CenterPoint Energy, eBay, KPMG, Google, John Deere, Medtronic, Microsoft, Stryker, Department of Homeland Security, and Princeton University. She has spoken in Europe, North America, Asia Pacific, and the Middle East.To reach emerging women leaders anywhere in the world, Jo founded a popular webinar series that blends leadership skills training with access to live conversations with senior executive women leaders. Now subscribed to by 28 corporate member organizations, the webinars are viewed by participants in 900 locations in eighteen countries.Jo is a Forbes contributor and co-author of the research report, Out of the Comfort Zone: How women and men size up stretch assignments — and why leaders should care. Her book will be published by McGraw-Hill in 2019.

Jo Miller

Dan Schwartz reviews research from Deloitte on how Millennials define leadership.

How Millennials Define Leadership

 In the federal workforce, it takes significant time and effort to get the right candidate into the right role. Making a bad hire can result in significant cost to an organization. In the federal realm, this can end up being what I like to call a “35-year mistake.” Taking the time to design and implement structured interview questions/procedures and employing benchmarking and metrics during interviews will result in getting the most qualified job candidate. Foregoing interviews for the more expedient “paper route” of simply reviewing a resume can have disastrous results. At OPM, we made a huge effort to help agencies improve their Senior Executive Service selection by combining a careful resume review with a structured interview process. We taught agencies how to go beyond the resume to develop interview questions that really get at the job characteristics required. Making quality hires is the first step in creating a robust workforce. The second step is employee engagement—remember the old chestnut “people don’t leave their organization, they leave their supervisor.” Supervisors play a key role in employee engagement. Frontline supervisors and managers need a good understanding of how to encourage and enhance engagement. New people come into an organization with drive and a willingness to put in extra effort to get the job done.  The best supervisors appreciate their workers and move heaven and Earth to get employees what they need to do their jobs.     In the federal government, as well as in private industry, there are managers who have difficulty encouraging employee engagement.  In my experience, a mentoring approach is more effective than training. Having mentors in the workplace who understand engagement to help those who are learning provides a tangible experience that has far-reaching results. Hiring and maintaining a robust workforce are two key parts of driving organizational effectiveness. Agency leaders are consumed by many commitments and their time is limited. Allocating resources and effort toward quality selection procedures and following up by providing the mentoring needed to ensure that supervisors and managers have the tools needed to engage their workforce, will pay organizational dividends. Join me for my session, “Predictive Training: Hiring and Building a Resilient Workforce,” at Government Workforce: Learning Innovations. We will discuss how u****sing a strategic foresight methodology can help you identify several potential future scenarios and prepare for them.

Avoiding the 35-Year Mistake

In our post “Being a Can-Do Leader: Want to Be On the Ball as a Leader? Think TPL!” we promised to explain how an easy to remember acronym, VITALS, can help you unleash an engaging “Can-Do” spirit in people that sparks their willingness to drive for high levels of performance. Please note that we said “enable you to unleash” this spirit, in your role as manager. Not create it, but unleash it. This is because the true Can-Do spirit isn’t just a matter of being persuaded that we can do something. The “spirit” part of it is a visceral feeling that energizes us to want to do something—want it a lot. And, of course, when these feelings are in force, performance is likely to soar.   Feelings of enthusiastic determination can only come from within each person. A leader cannot force this to happen with exhortations, demands, and speeches. But here’s the good news: You can, as a manager, create the conditions that will unleash this Can-Do spirit in others. Before we explain how, here’s a very important can-do leader caveat: Do not put yourself in the other person’s shoes. Most likely you’ve heard the oft quoted homily: “If you want to understand another person’s point of view, you must put yourself in the other person’s shoes.” We feel that is bad, or at least misleading, advice! It’s not enough to mentally put yourself in the other person’s position. If you do that, it’s still you that is being put in that position. If the issue is what will motivate this person in these circumstances, it is irrelevant what would motivate you in this situation. The fact is that each person has his or her own particular set of personal motivators, which cannot be identified by simply projecting our own motivational profile onto another person. So, how can we go about identifying and making good use of the motivational profiles of the people who work with us? Check their VITALS An effective way to zero in on a person’s key motivators is to do your best to become familiar with their particular Values, Interests, Talents, Aspirations, Longings, and Style. In other words, check their “VITALS.” This word can serve as a useful acronym to help you remember each of these important motivational factors. Simply put, the Can-Do spirit is most likely to be unleashed in people when their most important VITALS can be satisfied at work. You might think of this as mentally checking a little box associated with each of their VITALS. Here’s how it works: Values refers to the standards or principles that a person believes are important to uphold in life, which could include things like trustworthiness, loyalty, fairness, and beliefs. A person’s values are important to consider when giving an assignment because if you ask someone to behave in a way that is opposed to what he believes in, you may actually motivate him to work against you. In a diverse workplace, it is particularly important for a leader to appreciate the power of the cultural beliefs of the different groups represented. For example, if Lee comes from a culture where being singled out for public praise is personally embarrassing, it would be more effective to praise him in private. Interests are the particular work-related subject areas that grab and hold a person’s attention. The deeper a person’s interest in something, the stronger her motivation will be to work on projects that allow her to pursue that interest. The curiosity associated with strong interests is what motivates the kind of learning that pays dividends in the workplace. For example, if John loves to solve problems, giving John an opportunity to solve a complex customer fulfillment issue is likely to pique John’s interests in a way that unleashes his can-do spirit. Talents refer not only to strong skills that a person may have developed, but also to the underlying ability or aptitude that makes it possible for someone to develop a noteworthy skill. When a person has a strong talent in a particular area, that person often enjoys developing and displaying that talent. The key is to identify the particular talents a person has that he or she would enjoy developing and displaying. For example, if Maria is very skilled at creating innovative software designs and likes to talk about her creations, providing Maria opportunities to demonstrate this talent on the job is likely to be very motivating for her. Aspirations are the ambitions that a person has—what this person wants to be and achieve in the future. A person’s aspirations may shift over time, but the more you know about what a person thinks he wants to achieve in terms of his career goals, the better able you will be to match him with assignments that will make him feel like he is pursuing his dream. For example, if Sandip, a very competent engineer in a high-tech company, has aspirations for management roles, giving him opportunity to manage an engineering project is likely to be highly motivating for him. Longings are the nagging (when not sufficiently satisfied) psychological needs that people bring to the workplace. This includes things like a fondness for stability and predictability, a desire for personal achievement, a continuing need for close personal relationships at work, a strong desire to be held in high esteem by colleagues, or a desire to be in charge or in control. For example, if Trish has strong relationship needs, she is likely to be most engaged when given opportunities to work collaboratively in a group. If Damita, on the other hand, has a low need for affiliation but a very high need for autonomy, she is likely to be quite motivated when given opportunities to work independently. Style at work refers to a person’s characteristic ways of taking in information, making decisions, dealing with success and failure, and interacting with others. The style concept focuses on preferences rather than abilities. When we understand other people’s personal styles, we are better able to find effective ways of being influential with them. For example, if Pablo is a planner by nature and likes to be particularly well organized and structured in how he approaches work, giving him an assignment that allows him to draw on this preferred style is likely to increase his level of motivation. A thought you might be having right now is: This "Check their VITALS" strategy might sound like a good idea, but how can I possibly know all these things about the people who work with me? Identify their VITALS To get a handle on someone’s VITALS, you can observe his or her reactions to different situations and assignments and make your best guess. But a more reliable way to understand other people’s VITALS is to simply ask them to tell you about themselves. Ask them what particularly interests them: What are their near and long-term ambitions? Ask about the kinds of activities and hobbies they find most interesting when not at work. Listen carefully to their responses and use the VITALS acronym as your mental checklist. You’ll never learn everything there is to know about another person’s motivators. But if you ask people a few questions about their VITALS, you’ll know a lot more about what motivates them than you did before. And when you give them an assignment, you’ll be better able to unleash the Can-Do spirit!

To Unleash the Can-Do Spirit, Check Employees’ VITALS!

In June, I wrote a blog about the importance of participating in the State of the Industry and the value of the data published. I am excited now, six months later, to write about the results of the survey. In total, 340 organizations’ data is included in the final report. We greatly appreciate the time and effort of these organizations to provide their data.As I mentioned in my last post, I was hoping we would have enough participation this year to focus on segments of the data, as well as the overall findings. I am excited to present the final product, which includes data by organization size and industry in addition to the consolidated data.The average direct learning expenditure per employee for the consolidated group of participants in 2013 was $1,208. This is a one percent ($13) increase over 2012. The number of learning hours used per employee also slightly increased to 31.5 hours from 30.3 hours. This is great for the industry as a whole as we can see the industry is stable and organizations continue to invest in training.However, many factors influence an organization’s training programs. Size and industry are certainly one of these factors. This year we focused a bit more in the analysis on size and industry. Examining the 340 participants we found nearly a quarter were large organizations with over 10,000 employees, 38 percent are midsize with 500 to 9,999 employees, and the remaining 38 percent were small organizations with less than 500 employees.When we examined direct learning expenditure by employee for each of these subgroups, we found small organizations with less than 500 employees spent on average $802 per employee, whereas midsize and large organizations spent $838 per employee.Digging in a little deeper, we also found that while midsize and large organization reported the same direct expenditure per employee what they offered wasn’t quite the same. The average number of learning hours used by an employee at a large organization was 36 compared to just 27 for a midsize organization.  So this means that a large organization was able to provide an extra day of training (nine hours) compared to midsize organizations at the same expenditure per employee. In the full State of the Industry report, which is available as a free PDF to all ATD members, we examine more benchmarking statistics, such as learning hours used per employee, expenditure distribution (internal, external, and tuition reimbursement), employees per learning staff member, and the cost per learning hour used, to name a few.I encourage everyone to review the report and use the data to benchmark your organization. Take the time to read the analysis and tables and to understand how organization size and industry influences the data.  For some quick stats, you can take a look at the State of the Industry infographic.To further understand the data and hear more about how we analyzed the data, join me for a webcast on December 18 at noon. I will talk about the data and take questions from participants.

2014 State of the Industry Report: Key Findings

Women and Men Working Together: More Sustainable, Successful Work Environments

Michelle Reina, PhD, is co-founder of Reina Trust Building, a global firm specializing in transforming workplaces—and lives—through trust. Reina’s focus for 30 years has been researching trust and developing practical methodologies and tools to assess and measurably strengthen trust in workplace relationships.Leaders, teams, and organizations such as American Express, Ben & Jerry’s, Center for Creative Leadership, Dartmouth Hitchcock Medical Center, Johns Hopkins Medical Center, Harvard University, Johnson & Johnson, Lincoln Financial Group, Miller Coors, Nokia, Toyota, Turner Broadcasting (CNN), Voya Financial, VISA, Yale University, Walt Disney World, and the US Army and Treasury Departments have leveraged Reina’s comprehensive trust-building system. Through consulting, speaking, training, and coaching, Reina supports people not only to build trust but also to rebuild trust, regain happiness and joy, and work productively again in relationships where trust has been compromised.Reina’s work is based upon an underlying premise that all business is conducted via relationships, and trust is the core foundation to effective relationships that produce results and forge human connection.Reina believes that all people want, need and deserve to have trust in their relationships with others, and in themselves.Reina and her husband, Dennis Reina, are co-authors of two business bestselling books: Trust & Betrayal in the Workplace, 3rd edition and Rebuilding Trust in the Workplace.

Michelle Reina

Clint Pulver is an Emmy Award–winning, motivational keynote speaker, author, musician, and workforce expert.A professional drummer for more than 20 years, he has played with headlining fellow musicians at venues like the Vivint Arena, the Stadium of Fire, and the Kodak Theatre (now Dolby Theatre) in Hollywood. In 2010 he founded the Utah Valley University (UVU) drumline known as the Green Man Group, which he directed for six years and went on to direct the drumline for the NBA’s Utah Jazz until 2015.Clint was featured in BusinessQ magazine as one of their top 40 under 40 list as a premier corporate keynote speaker. He has appeared on America’s Got Talent and in feature films with actors such as School of Rock’s Jack Black and Napoleon Dynamite’s John Heder.Known as the leading authority on employee retention, Clint helps organizations retain, engage, and inspire their team members from the front desk to the board rooms and everyone in between. He expertly helps audiences navigate generational complexities, communication challenges, leadership missteps, and cultural cues.As the president and founder of the Center for Employee Retention, Clint has transformed how corporations like Keller Williams, AT&T, and Hewlett-Packard create lasting loyalty through his work and research as “The Undercover Millennial.” For more than a decade, he has been a self-motivated entrepreneur who is well-versed in business start-up, leadership, sales management, management training, and helping teams grow multi-million-dollar accounts. He uses that experience to create teachable relationship and business strategies based on trust, service, support, connection, and consistent follow-through.Clint strongly believes that a single moment in time can change a person’s life. He has traveled the world speaking to a wide spectrum of diverse audiences, challenging them to dream, excel, connect, and believe—both in themselves and in the power of others. Clint has dedicated his heart, his messages, and his business to helping organizations understand the younger generation and helping the younger generation better understand themselves by living a life of significance, rather than just a life of success. His mantra: “It’s not about being the best in the world . . . it’s about being the best FOR the world.”

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