Google Ad #1 - desktop - 728x90

Google Ad #3 - desktop - 728x90

Google Ad #1 - mobile - 300x200

Google Ad #3 - mobile - 300x200

ATD_Half_Page

Googel Ad #1 - Side Bar - Content pages

ATD Footer Logo

Lisa Ong

Lisa M. Ong on Fostering Belonging for AAPI Employees

Shift from order-takers to order-getters by cultivating intentional, ongoing relationships.

Relationship-Based Consulting: A New Approach for a New Era

Are leaders on the same page as their employees? Some recent findings suggest otherwise. A 2024 workplace survey by Arbinger (go.arbinger.com/trends-report-2024) highlights this gap between leader and employee perceptions of workplace challenges. The data reveals that while executives may feel confident in their efforts, employees often feel undervalued, overlooked, and disconnected. If left unaddressed, this disconnect can harm organizational culture, productivity, and success. In this blog post, we’ll look at how to bridge this gap by fostering trust and engagement. Executive-Employee Disconnect: Key FindingsThe survey underscores the divide between executive and employee perspectives:Executives are 2.5 times more likely to believe their organizations provide ample opportunities for growth and skill development.They are nearly 3 times more satisfied with efforts addressing employee well-being.They are more than 3 times more satisfied with company communication and collaboration.Despite these positive executive views, only 22 percent of employees reported high job satisfaction. This stark contrast highlights the need for talent development professionals to bridge the gap between leadership and employees.Causes of the DisconnectOne significant reason for this disconnect is the lack of regular communication between leaders and employees. Research shows that fewer than half (43 percent) of organizations regularly facilitate these critical conversations. Without ongoing dialogue, executives remain out of touch with employee needs, leading to lower engagement, diminished growth, and a weakened organizational culture.When employees feel unseen or unheard, they often disengage, resulting in reduced productivity and stifled innovation. Fostering open communication and understanding should be a top priority for leaders to build stronger relationships and improve workplace dynamics.Bringing Humanity to the Workplace: A Path to ReconnectionA key way to bridge this gap is by bringing humanity to the workplace. When employees feel valued as individuals rather than just workers, trust and engagement increase. Consider these simple yet effective practices to empower leaders to shift their mindset:Know employees beyond their roles: Engage in personal conversations to understand their aspirations and challenges.Reflect on your impact: Regularly assess how your actions affect others and make necessary adjustments.Avoid assumptions: Miscommunication often stems from assumptions. Leaders should focus on clarifying facts and fostering open dialogue.The Leadership Qualities Employees ValueArbinger’s survey findings revealed that employees desire certain characteristics in their leaders, the top answers being:TrustworthinessAccountabilityActive listeningRecognition of contributionsAdaptability and passionBy embracing these traits, leaders can build trust and bridge the disconnect, boosting employee engagement and satisfaction.The survey also revealed the importance of psychological safety, with 41 percent of employees fearing negative consequences for speaking up. This fear stifles creativity and collaboration. Leaders who prioritize creating a safe environment for open communication enable their teams to voice ideas and concerns, driving innovation and improving performance.Empathy-Driven LeadershipEmpathetic leadership is crucial to reducing workplace disconnect. By adopting a more human-centered approach, leaders can create environments where employees feel heard and valued. Practical steps include:Show appreciation: Regularly recognize employee contributions.Take responsibility: Admit mistakes and model accountability.Be a good listener: Listen to employee concerns and feedback without judgment.Balance workloads: Monitor employee stress levels and provide support as needed.Foster psychological safety: Ensure employees feel safe speaking up without fear of retaliation.Moving Forward: Bridging the GapClosing the gap between leadership and employees requires time and effort. However, by prioritizing communication, empathy, and trust, organizations can transform their culture. Talent development professionals play a vital role in guiding this process and supporting leaders as they work toward building more inclusive, connected, and productive teams.

Bridging the Leadership Disconnect: Fostering Trust and Engagement

Many managers are promoted into leadership roles without receiving proper training to manage and lead effectively. Without guidance, they can quickly become a liability to their team rather than an asset, potentially causing challenges with engagement, retention, and accountability. Leadership is not something that comes naturally for most; it requires intentional effort and the right mindset.Here are seven practical steps to help develop a leadership mindset within your organization:1. Lead by ExampleAs a leader, your actions and attitude set the tone for the entire organization. The mindset you adopt plays a crucial role in shaping the culture and behaviors within your team. One of the most effective ways to influence others is by shifting from a self-focused mindset to a team-oriented one. By demonstrating this shift yourself, you can empower your team members to take ownership of their work and their impact on others.2. Create Leadership OpportunitiesOffering your team members opportunities to lead projects, initiatives, or workstreams is a powerful way to develop their accountability. For example, giving employees a chance to manage cross-functional projects or oversee events allows them to experience leadership responsibilities. And assigning these responsibilities helps them gain confidence in decision making, collaboration, and accountability.Encourage employees to step out of their comfort zones with “stretch assignments,” which push them to acquire new skills and grow as leaders. These assignments often involve new responsibilities, such as managing a project with high visibility or leading a team brainstorming session.3. Provide Constructive FeedbackTo foster trust and growth within your organization, it's essential to provide your team with feedback that is constructive and supportive. Instead of focusing solely on what employees are doing wrong, frame feedback around their impact. This approach not only boosts their performance but also strengthens their relationships within the team.In short: Offering ongoing, actionable feedback helps employees develop critical self-awareness—an essential leadership trait.4. Equip Employees With Decision-Making ToolsTools empower employees to solve problems independently while ensuring that their decisions align with the organization’s goals. By giving your team access to such tools, you foster accountability and create a sense of ownership within the team.Decision-making frameworks also help streamline processes and enhance collaboration. When employees share a common understanding of how to approach problems, they work together more efficiently and confidently.5. Highlight the Impact of LeadershipHelp your emerging leaders understand the significant impact they have on their teams. Leadership isn’t just about managing tasks—it’s about influencing the entire team’s dynamics and engagement levels. Research shows that managers account for 70 percent of the variance in employee engagement. Leaders who recognize their impact are more likely to create an environment where employees feel heard, valued, and motivated.6. Invest in Leadership TrainingTraining and development are critical to cultivating a leadership mindset. Investing in leadership development programs can yield a 25 percent improvement in business outcomes. Whether through mentorship, workshops, or conferences, leadership training equips future leaders with the tools they need to navigate challenges, empower others, and drive performance.Offering your team members access to both internal and external leadership development resources ensures they are prepared to step into management roles when the time comes.7. Offer Ongoing CoachingLeadership development is not a one-time effort. Ongoing coaching ensures that emerging leaders continue to grow, refine their skills, and gain the confidence needed to handle various situations. Research shows that more than 70 percent of leaders who receive coaching experience improved work performance and communication skills. Regular coaching sessions also offer a support system, providing leaders with valuable insights and guidance as they progress in their careers.The Power of Developing a Leadership MindsetDeveloping a leadership mindset within your organization starts with intentional effort and continuous support. By giving your employees the right opportunities, tools, feedback, and coaching, you help them build the skills necessary to lead effectively. Investing in leadership development today is an investment in your organization’s future success.

From Manager to Leader: How to Nurture the Next Generation

One of the most critical questions talent and learning professionals need to answer to close an identified performance gap is whether to build or to buy the expertise needed to design, develop, and deliver the most effective learning experience. This is not just an either-or decision. There are many variations, ranging from completely outsourcing to partnering with an external source for just some of the components. The decision not only affects the solution, but also the budget, personnel, support efforts, time involved, the results for the employees and ultimately the success of the organization. What do you need to know before the conversations start? What research do you need to do? What questions do you ask? Where do you start?Situations like this are a common part of the talent leader’s portfolio. Your starting point might be different depending on your industry, your size, your market position, the maturity of your learning function, and other factors. However, if you are part of a benchmarking consortium, such as the ATD Forum, there is a known pathway–ask your peers!Forum members have a variety of methods to gain information from a diverse group of peers, including sending a simple member-to-member survey, asking others at a small group cohort meeting, hosting a virtual roundtable for members to share and ask questions, and holding deep dives at interactive labs.At the 2023 Spring Lab in San Diego, members focused on the build-or-buy conundrum and took it a step further to collectively develop ideas, checklists, and questions to enable a perfect fit between a provider and customer, regardless of whether the provider is internal or external. Context was provided by a member and its external strategic partner sharing a case study. This included an overview of the challenge, the case they developed for using an external supplier, and the many techniques employed over the years to work together to enable success for the real customers—the employees.Using this scenario, the collective peer group of talent leaders from 19 companies developed a list of reasons for using external versus internal suppliers, used the Value Proposition Canvas tool to dive deeper into clarifying needs, heard from an expert on using burden rate (the cost to an organization of hiring and maintaining an employee beyond their wages) when cost is a primary factor, and, finally, developed a list of elements to consider when selecting an external provider.Reasons for considering an external supplier:Diversity of thought and known expertise related to solving the challenge lends credibility on the issue that might be missing internally.A partnership can expand the company’s network for ideas, people, and solutions; this might include mentorships.Time to market can be much faster.Processes established to easily show metrics and ROI if the supplier has a model or tool designed for that purpose.Content maintenance capability is a huge factor, and the supplier may have a dedicated team.Reasons for not using an external supplier:An external person or group not understanding the context of the organization, the need, or similar factorsChallenge of getting executive buy-inCost, especially when burden rate is considered a sunk costRisk factors if internal leadership changes, the vendor gets acquired by another company, or other unforeseen circumstancesInitial time investment to set up the contract, especially if it involves legal, compliance, contracts, IT, or other departmentsLack of specificity based on industry—for example, experience from banking not applicable to constructionThe group then developed a list of elements to consider when selecting an external supplier. As the small groups reported their ideas, there was large group discussion and experiences shared from the rest of the peer group. The host team with the case study, along with the strategic partner, supplemented the conversation by providing real-life examples.With this list of elements clarified and expanded, the teams brainstormed how to determine whether these elements were present. A sampling of the elements and response includes:Element: How might we know if the supplier’s offering will really meet our need?Suggestions generated:Ensuring internal clarity on the problem and need by using a tool like the Value Proposition Canvas or Cathy Moore's action mapping prior to engaging with themRequesting demos and asking for a pilot or examplesAsking what they would change from their standard format for your organizationAssessing how they engage and ask questions of you as a client (Do they probe to dive deeper?)Element: How do you know if the external supplier can serve as a thought partner within your context?Suggestions generated:Asking for a list of other clients the supplier has worked with and interviewing themWorking through a scenario you provide and seeing how the supplier respondsAsking broad, open-ended, what-if type questions and focusing on what is referenced, especially noting other thought leaders and researchAsking, “What in our relationship, as you understand it now, might incur extra work and therefore additional fees?”Asking for examples of times when the supplier has provided thought leadership and the results garnered (Is there a regular cadence for sharing experience and current thought leadership? For example, does the supplier have a regular web conference or blog or gathering of clients to share forward-thinking ideas?)Asking for a list of the books, articles, whitepapers, or blogs the supplier has published for the industry at large and a list of conferences or other venues where they have shared experiencesThe build-or-buy decision is huge. However, if the decision is to buy, it takes continued effort from both parties—the customer and the supplier—to build an ongoing strategic partnership that results in a perfect fit which in turn makes an impact on the organization. Connecting, collaborating, and sharing with industry peers is an excellent start.

Build Versus Buy: Lessons From Peers

Talent development professionals have a tremendous opportunity to influence at a deeper level—with learners, SMEs, and stakeholders—to achieve business and learning results. This book considers what it means to influence in general and in the TD context; how to use your ability to influence tactically and strategically; how to overcome barriers to success; and how you can be more impactful and empathetic.Influence in Talent Development, part of the ATD Soft Skills Series, considers what it means to influence in general and in the TD context; how to use your ability to influence tactically and strategically; how to overcome barriers to success; and how you can be more impactful and empathetic. We recently spoke with author Vivian Blade to get some insights on key takeaways from the book.What motivated you to write about influence?Within the context of work and professional development, influence is being recognized as a critical skill for everyone to develop and apply. It shows up every day in all aspects of our lives. Whether or not we are aware of that skill in ourselves, our ability to influence dictates our success in our role and in our career progression. Yet, many professionals lack confidence in their ability to influence. I’ve found that to be especially true for women. I wanted to change that for people.Talent development is in a unique position to have a tremendous impact on organizations. I wrote this book to help readers step into this role and untap their potential. This book gives you a roadmap for how to become that person of influence who has a greater impact on people’s lives and the organizations you work with and lead.What does it mean to influence?When you influence, you offer your ideas and perspectives to move someone to a mutually beneficial outcome in their actions, behavior, opinions, or beliefs. In the book, I introduce five principles of influence in the SCALE framework (social capital, courage, authenticity, leaning in with passion, and engaging a diverse and inclusive workplace community). So, to influence means to make consistent investments in growing relationships built on a foundation of empathy, genuine concern, respect, and trust; to show courage when facing uncertainty; to be authentic in your interactions with others; to exude passion and always give your best effort; and to invite, welcome, and engage people’s uniqueness to inspire an inclusive workplace.Note what I’ve left out of my conception of influence. Influence does not mean coercing someone into doing your bidding. It is not Machiavellian or deceitful. Most people will be astute enough to see through such manipulation, which will do great damage to your ability to influence. Influence is also not instant or transactional. While such tactics may result in a temporary gain, they often lead to damaged relationships, leaving others with feelings of embarrassment, frustration, disgust, and even anger.Ultimately, influence is more about how you live than what you do. Influence goes beyond the tactic you choose to use to win someone over. The values and motivations that drive how you live manifest in your words, behavior, and choices, all of which affect how you influence.What is the connection between talent development professionals and the influence skill?Talent development professionals touch every aspect of the business, and they make a point of getting to know employees at all levels of the organization. We are champions for employees to ensure they have the resources they need to develop and grow. We shape talent development initiatives to align with business priorities, enable future organizational readiness, and impact operational results. In this way, we are forward thinkers, innovators, and change agents. To succeed in any of this requires influence skills.Supporting organizations and the professionals within them as they become their best selves is why talent development professionals are so committed to their work. While you can often see the potential in someone, that person has to be able to see that potential and realize it within themselves. You can give people all the strategies for growth and argue why a change in behavior or applying the hottest new tool will make all the difference, but you can’t make them change or do it for them. Your best actions are to influence and inspire.Why is this book relevant in today’s professional climate?Effects of the pandemic and technological advances have accelerated the need to reskill the workforce. Developing influence skills is at the top of list of development areas leaders have identified for themselves and their employees. It is the perfect time to reset on what it means to influence in the workplace and understand that we must be more deeply effective at this skill to become a person of influence rather than simply relying on choosing the right influence tactics when needed.Let me draw attention to a few trends. First, organization design is moving more toward cross-functional teams, with more remote or hybrid work arrangements. Talent development is at the forefront of influencing how organizations and the talent within them can adapt. Second, diversity, equity, and inclusion is becoming a strategic priority for many organizations. Talent development’s role will be integral to leading this effort with passion and influencing sustainable culture change. Third, with ongoing global economic uncertainty, businesses will continue to look long and hard at their budgets, particularly for support functions, which is how executives see talent development. Having all the right data may not be enough to save your position; it also takes influence skills to support your case.Why is it important to consider ethics in influence?Each of us has a responsibility not to take advantage of those we influence but to inform and invite. You must consider what is ethical in your eyes and what is ethical in the eyes of the individuals you are engaging and within the culture and environment in which you are operating.While recognizing that the intent in influencing is to move people, also recognize that there is power in influencing. It is important to use that power carefully and responsibly. How you use influence calls you to be accountable. Your influence can help or hurt, inspire or incite, empower or destruct. Your influence has consequences on other people’s lives and livelihood as well as your own. Your influence should have a conscience.How can you elevate your influence when not in a position of authority?Seeking influence without authority is a situation many talent development professionals often find themselves in. Whether early in your career or a seasoned professional, you communicate and influence across all levels of the organization. While you may most commonly influence at a peer level or with your boss where your daily interactions take place, there are times when you need to influence more senior leaders, perhaps to make a financial investment. You may influence the beliefs and behaviors of others through training and coaching programs, or you may influence subject matter experts to share their knowledge during the instructional design or job design.What are some ways to develop your influence skills?I center growing your influence through the five principles in the SCALE framework. A good place to start is with awareness—both your awareness of your current skills and what you hope to achieve through influence—and how others perceive you as a person of influence. I offer some resources in the book to begin an accelerated transformation.It helps to break down this multiangle assessment by the five principles. Let’s take social capital as an example. As I write in the book, the characteristics of social capital include the value you add to relationships, your selflessness, the respect and trust you give and earn, and your long-term outlook. From there, you can grow your influence by proactively reaching out to others and being curious about what’s going on in their professional and, if appropriate, their personal lives. This will allow you to find commonalities in your lived experiences. The clincher is to seek how you can add value (without expectation of immediate return). Because you’ve built trust through reliable experiences, a deeper level of influence is possible.About the AuthorVivian Hairston Blade is recognized as one of Engagedly’s Top 100 Global HR Influencers of 2021. As the president and CEO of Experts in Growth Leadership Consulting, she works with the world’s top brands, equipping leaders to build better, more resilient workplaces that thrive despite insurmountable odds. She helps companies solve the pressing burnout, turnover, and workplace culture challenges that they’re struggling with right now. She is a frequent keynote speaker, delivering transformative leadership development programs, executive coaching, and corporate consulting. She also works as adjunct faculty for the University of Louisville College of Business. In addition to Influence in Talent Development, Vivian is the author of Fuel Forward: Discover Proven Practices to Fuel Your Career Forward and Resilience Ready: The Leader’s Guide to Thriving Through Unrelenting Crises.About ATD and ATD PressThe Association for Talent Development (ATD) is the world’s largest association dedicated to those who develop talent in organizations. ATD’s members come from more than 120 countries and work in public and private organizations in every industry sector. ATD Press publications are written by industry thought leaders and offer anyone who works with adult learners the best practices, academic theory, and guidance necessary to move the profession forward. For more information, visit td.org/books.Influence in Talent DevelopmentISBN: 9781952157530 | 192 Pages | Paperbackhttps://www.td.org/product/book--influence-in-talent-development/112111To order books from ATD Press, call 800.628.2783.To schedule an interview with Vivian Blade, please contact Kay Hechler, ATD Press senior marketing manager, at khechler@td.org or 703.683.8178.

Influence in Talent Development: Q&A With Vivian H. Blade

As the talent development field evolves and attracts a global pool of professionals with diverse skills and experiences, new questions arise: Have the competencies of instructional design (ID) changed? Should they change? How has ID evolved over the past few decades? Are instructional designers’ competencies keeping up with the pace of change?Through a collaborative partnership between the Association for Talent Development (ATD), the International Association for Continuing Education and Training (IACET), and Rothwell & Associates (R&A), the R&A research team implemented a research study to investigate the proposed questions. The findings were recently released in a new ATD white paper, Skills, Challenges, and Trends in Instructional Design, which summarizes the literature review and results of the qualitative and quantitative data analysis. The study uncovered three major findings:The skills required in the ID area of expertise (AOE) developed by ATD remain highly relevant in today’s evolving field.Although technology is constantly changing, the challenges faced by instructional designers are less about technology and more about serving the multitude of varied learners, as well as maintaining momentum and a relationship with the subject matter expert (SME).ID has evolved over the past couple of decades and there is an ongoing need to promote the value and understanding of the ID professional’s role in talent development (TD). As instructional designers move forward in this evolving industry, data from the study points to several tips instructional designers can xxx to strengthen their skills. Develop a 30-second elevator speech. Develop a good value-add 30-second “What is an instructional designer?” speech. This is not only great for networking functions (and maybe family reunions), but as a conversation starter when you meet your design team, especially your SME, for the first time at a kickoff meeting.Design mobile first. Incorporate the design principle of “mobile first” as you begin a new project or redesign existing projects. Users want their learning programs to be more accessible and on demand. The 21st-century workforce is filled with individuals who have grown up with mobile devices, and technological advances range from ease of travel to ease of communicating through various telecommunication networks.Be a coach. When interviewing a potential instructional designer, be sure to include coaching competency questions such as “How do you work, or imagine you would work, in a context in which you need to get course content from your subject matter experts over whom you have no formal authority?” Consider using role-play in an interview or on the job to strengthen needed soft skills. Not only ask powerful questions, but also demonstrate active listening.Keep presence. Use face-to-face (or video conferencing) for the kickoff meeting and periodic status meetings to keep project (and relationship) momentum. Be sure you share and follow an agenda to respect time.Be an active and reflective agent. Most evaluations are summative, and are conducted and analyzed well after courses and training have been delivered. Survey the participants at the beginning (expectations), middle (adjustments), and end of the learning delivery (revisions). Keep a list of design ideas for future possibilities and remember that the SME may become more open to these ideas over time. Asking participants the right questions at the beginning can also reveal learner characteristics, including cultural diversity and user interface design considerations.Remember the artist. Recognize you can wear many hats: instructional designer, project manager, manufacturer, engineer, architect, artist, coach, and cheerleader. Find time to explore and experiment the artist in you through the emerging technologies of mobile learning, augmented reality, wearables, and MOOCs. Embrace failure and engage in continuous self-criticism as you innovate and change.Think like a Millennial. Millennials are expected to take over the workforce as the highest number of workers, so incorporate the learning characteristics of Millennials through game-based learning and social learning. Storytelling is a powerful tool that can strengthen the learning experience if it is correctly incorporated into the design. It is imperative to identify realistic stories that will support effective learning for the target user group. To learn more, download Skills, Challenges, and Trends in Instructional Design.

Tips to Strengthen Instructional Designer Skills

Michele C. Green is Vice President and Chief Diversity Officer at Prudential. She is responsible for leading and supporting all diversity and inclusion initiatives for the company, and for ensuring ongoing compliance with federal and state equal employment opportunity/affirmative action laws and requirements. Green joined Prudential in April 2010 as Vice President and Counsel in the Employment and Labor Law Group. Prior to joining Prudential, Green served as General Counsel of the Waterfront Commission of New York Harbor and has served as an employment attorney in prior roles. Green graduated from Seton Hall University and served as Law Clerk to the Honorable James H. Coleman, Jr. of the New Jersey Supreme Court. Green is on the Boards of GLSEN, Inc. (The Gay, Lesbian & Straight Education Network), the National Organization on Disability, and the American Conference on Diversity. She is also an active member of several professional associations. Recently, she made the Black Enterprise List of Top Executives in Corporate Diversity, and has also been honored as one of the "Most Powerful & Influential Women of the Tri-State Area" by The Tri-State Diversity Council. Green is married to Markus and is the proud mom/stepmom of five teenage children.

Search results for 'Lisa Ong'

Categories

Refine By