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Dr. Mary Leary is a change agent who believes that we can harness the power of people, partnerships, and technology emboldened by entrepreneurial concepts and social justice to make the world a better place for everyone. Her 30-year career spans a dual senior leadership path in both the private and public sectors across the technology, transportation, gerontology, community-services, education, disability, federal program management, academic, and business enterprise solutions sectors. Having joined Easter Seals in late 2007, she has built a management framework for idea generation and pipeline development that leverages social networking, social entrepreneurship, and private sector partnerships, as well as launched the Easter Seals Brain Health Center. Mary’s education and academic experience includes being an adjunct professor in statistics and public policy analysis, community adult learning, organizational informatics research projects, and analyzing cross-sector systems change. She holds a BS from James Madison University; a Masters of Administrative Science from Johns Hopkins University; a Gerontology Masters Certificate from George Mason University School of Nursing and Health Science; and a Doctorate from George Mason University, School of Public Policy.

Mary Leary

Fall 2012 - The Public Manager

Imagine having the ability to obtain citizens’ perspectives on government programs, policies, procedures, or regulations quickly, inexpensively, and with few barriers to participation from a broad constituency. Imagine how much federal, state, and local official could learn from a broad constituency about possible problems and dilemmas associated with their policy and program areas. Much is written about the gaps in civic engagement, and so often, those who do provide input are insiders, familiar with and able to use formal procedures to their advantage. Refined web-based technologies provide government officials with a new venue for significant learning from the perspective of the target citizen audience of those activities or programs.

Online Dialogues Help Promote Learning and Engage Citizens

What is the return-on-investment (ROI) for hiring a coach? Most studies cite 500 to 700 percent ROI (the studies by MetrixGlobal and The Manchester Revieware the most commonly quoted). A few cite less, and a few, such as Triad Performance Technologies, cite more. Before implementing a coaching program, or hiring a coach yourself, you must decide how you will measure the ROI on the project. How is coaching ROI measured? Many of the benefits of a coaching relationship are qualitative and based on personal evaluation and opinion. In some evaluations, participants are asked to place a value on qualitative benefits such as skills developed or relationships impacted, or to determine how much they have changed and assign a percentage to coaching as the reason for that change.There are other quantitative measures of coaching. For example, an organization might look at sales numbers, productivity figures, or the cost of turnover, and compare those numbers from before coaching to after coaching.Consider how coaching ROI is measured in these examples:Wayne is looking for a job. He has heard about a good coach, and calls to ask about his rates. Because Wayne is not currently working, he hesitates to spend the money. In this economy, he is competing with hundreds of others each time he submits a resume. Six months later, Wayne is still looking for a job, and finally decides to bite the bullet and hire a coach. The coach asks him about his goals, discusses his resume with him, strategizes networking opportunities, and practices interviewing with him. In thirty days, Wayne has a job. Mary is interested in a promotion at work. A colleague recommends that she receive coaching to make herself more eligible for the opportunity, but Mary hesitates. In two months, Mary learns she has been passed over for the promotion. Mary’s supervisor asks her if she has ever thought about being coached, so Mary decides to try it. With her coach, Mary explores her strengths and weaknesses on the job, considers what is needed to earn a promotion, lists barriers to that goal, and creates an action plan to build her skills and move forward in her career. After nine months, there is another promotion opportunity at work, and this time Mary is promoted.Ultimately, the value of coaching extends beyond any initial measures because it has a ripple effect. In fact, several recent articles have posed the question as to whether measuring the ROI on coaching actually limits the benefits of coaching, because it turns the focus on tangible, short-term results instead of creating positive, lasting change in an individual.To an individual, coaching often has effects that go beyond increasing her performance on the job or stirring up her engagement with her organization. How many people really take time to consider their goals, personal or professional? How many people create effective action plans? How many people follow through with their plans? For most people, a coach is the difference between thinking or talking about what they want and making it happen.A coach can set the foundation for a meaningful evaluation of the ROI he or she provides by working with the client to create a specific, measurable action plan for achieving their goals. Accountability to the plan is then critical. The coach serves as the accountability partner, keeping track of the client’s progress and outcomes. The ROI of coaching is in part measuring and evaluating against short-term goals, and in part cultivating awareness of long-term, intangible improvements.Read more on coaching in Cathy’s prior blog post.

Measuring Coaching ROI

The year 2007 represents a watershed moment for Louisville-based Signature HealthCARE, a leading provider of long-term nursing care. Not only was it the year that a buyout of its predecessor, Home Quality Management, enabled the creation of the new company, but it was also when the company marked its transition to becoming, in its own words, a “learning organization.”For president and CEO Joe Steier, who wrote an award-winning doctoral dissertation at the University of Pennsylvania on the leaders-as-teachers concept, the importance of learning could not be understated. Yet despite establishing that culture early on, it became clear to Steier and other executives at Signature that they still faced challenges. In particular, they lacked a strong leadership development and succession planning program; without one, they could do very little to ensure the longevity of the leadership pipeline—a critical element for an organization with 143 locations in 11 states and nearly 24,000 employees.They weren’t alone. According to ATD research, only 14 percent of organizations describe their succession planning as effective, and less than half of all organizations have a formal planning process in place.The good news was that Signature didn’t have to start from scratch: The company already had a leadership program in place. However, it didn’t have a development program for new leaders, and the current program for experienced leaders needed an update. So Steier, along with Mary McNevin, chief learning officer, and Brian Muleller, community learning manager, sought to change that. One of the first things they stressed was a focus on data.

Signature: Using Data to Develop Leaders

The Association for Talent Development (ATD) welcomes Rob Green, Director and General Manager of Amazon Marketplace, as the 2016 chair of the board. Marci Meaux, recently retired from Cisco Systems, has been named the 2016 chair-elect.  In his role at Amazon, Rob oversees teams that focus on seller recruitment and selection expansion on the Marketplace through scalable sales, integration, and education platforms and processes.Prior to Amazon, Rob spent more than 20 years at Oracle in development, consulting, and training leadership roles. From 2010 to 2013 he led Oracle's global customer education business, which served more than 500,000 students annually in 120 countries worldwide. He has more than 20 years’ experience in technology development, implementation, and training, and has played integral roles in leading training transformations and change management initiatives. Marci Meaux served on the ATD Board of Directors from 2012 to 2014 and is the association’s 2016 chair-elect. In her most recent role at Cisco Systems, Marci served as the Vice President of Planning, Programs, and Operations. She was a key leader in the transformation of Cisco, driving internal disruptions within Cisco’s services’ business to capture the company’s opportunity for dramatic growth. Marci has more than 30 years’ experience in the technology industry.New members of ATD’s 2016 Board of Directors are Tara Deakin, Head of Talent & Organization Effectiveness at TD Bank Group, Jessica Neal, Chief People Officer at Scopely, and Ted Smith, Chief of Civic Innovation for the Louisville (KY) Metro Government. Each new member will serve a three-year term, 2016-2018. They join current board members:• Gail Baity, Director of Workforce Development and Learning, Corning Incorporated (Retired)• Melissa Daimler, Head of Organization Effectiveness and Learning, Twitter, Inc.• Rick Kerner, Corporate Trainer, Victaulic• Doug Kirkpatrick, US Partner, NuFocus Strategic Group• Mary McNevin, Chief Learning Officer, Signature HealthCARE• Brian Miller, Senior Director of Learning & Development, Gilead Sciences• Terri Pearce, Executive Vice President, Human Resources, HSBC USATony Bingham, ATD President and CEO, is also a member of the board.About ATDThe Association for Talent Development (ATD) is the world’s largest professional membership organization supporting those who develop the knowledge and skills of employees, improve performance, and help to achieve results for the organizations they serve. Originally established in 1943, the association was previously known as the American Society for Training and Development (ASTD).ATD’s members come from more than 120 countries and work in public and private organizations in every industry sector. ATD supports talent development professionals who gather locally in volunteer-led U.S. chapters and international member networks, and with international strategic partners. For more information, visit www.td.org.

Amazon’s Rob Green is the 2016 Chair of the Board for the Association for Talent Development

Charles Fred, is serving as the 2015 chair of the board of directors for the Association for Talent Development (ATD), formerly ASTD. He served as chair-elect in 2014.Charles is a best-selling author, entrepreneur, investor and public speaker. He has devoted more than three decades of his life discovering new ways for professionals to acquire skills necessary to compete in today’s knowledge-thirsty economy. Considered a pioneer in the e-learning industry, Charles has led a number of successful companies that provide learning technologies and services, and has the unique experience of being both a Group President within a Fortune 500 firm and a Founder and CEO of an Inc. 500 company. His best-selling book, Breakaway, is credited with transforming learning strategies for high-growth organizations and is consistently used for instructional design curricula at major universities. Today, as the CEO of Modern Teacher, Charles is taking his expertise and experience and devoting his time to help teachers reinvent the classroom. Charles is also the founder of Magnusson-Skor, a research firm dedicated to helping business owners make the transition to chief executives.Charles leads the Association’s board, members of which include:•    Rob Green, Director, Amazon Marketplace, Amazon•    Tony Bingham, President and CEO, ATD•    Gail Baity, Director, Workforce Development & Learning, Corning•    Melissa Daimler, Head of Organization Effectiveness & Learning, Twitter•    Jenny Dearborn, Chief Learning Officer and Senior Vice President, SAP•    Rick Kerner, Training and Media Specialist, Victaulic•    Doug Kirkpatrick, Organizational Change Consultant•    Mary McNevin, Chief Learning Officer, Signature HealthCARE•    Brian Miller, Senior Director of Learning & Development, Gilead Sciences•    Terri Pearce, Executive Vice President, Human Resources, HSBC USA

Charles Fred Chairs 2015 Board of Directors for the Association for Talent Development

The American Society for Training & Development (ASTD) announces that Mary McNevin, Chief Learning Officer for Signature HealthCARE, has joined the Society’s board of directors for a three-year term, 2014-2016.Dr. McNevin focuses on driving enterprise change and accelerating learning to radically change the landscape of long-term care. Signature HealthCARE operates 88 long-term care communities in eight states with more than 15,000 employees. Prior to joining Signature HealthCARE, Dr. McNevin was the Vice President of Talent and Organizational Development at McCain Foods Ltd. where she launched the company’s first global learning center. It was recognized in ASTD’s Excellence in Practice Awards program in 2009, and also was recognized by the Corporate University (CorpU) Xchange for Excellence and Innovation at its 2011 Global Leadership Congress.Dr. McNevin holds an MBA from the University of Wisconsin–Madison, a Master of Science in Education from the University of Pennsylvania, and a doctorate in Work-based Learning Leadership from the University of Pennsylvania.About ASTDASTD (American Society for Training & Development) is the world’s largest professional association dedicated to the training and development field. In more than 100 countries, ASTD’s members work in organizations of all sizes, in the private and public sectors, as independent consultants, and as suppliers. Members connect locally in more than 120 U.S. chapters and with 10 international strategic partners. ASTD started in 1943 and in recent years has widened the profession’s focus to align learning and performance to organizational results, and is a sought-after voice on critical public policy issues. For more information, visit www.astd.org.

Mary McNevin of Signature HealthCARE Joins ASTD Board of Directors

Walter McFarland, founder and president of Windmill Human Performance, LLC, and a former senior executive at Booz Allen Hamilton, is serving as the 2013 chair of the Board of Directors for the American Society for Training & Development (ASTD). McFarland served as chair-elect in 2012.McFarland’s work focuses on the design and implementation of strategic human resource systems, including new leadership models for the 21st century, more effective management of a multi-cultural workforce, and how to improve performance during organizational change. His clients cut across the public and private sectors and include the Federal Reserve, the United States Department of Defense, The World Bank, and several Fortune 500 companies.Before founding his own company, McFarland was the senior vice president for HR and Learning at Booz Allen Hamilton, a director at Hay Management Consultants, and also served as a Special Assistant to the Secretary of Defense. McFarland served on President Obama’s 2012 Rank Award Council.A lifelong learner, McFarland holds several advanced degrees from universities including Georgetown, George Washington, Southern Illinois, HEC Management School in Paris, and Oxford University.McFarland leads ASTD’s 14-person board, members of which include:• Martha Soehren, ASTD Chair-Elect and Chief Learning Officer and Senior Vice President, Comcast• Tony Bingham, ASTD President and CEO• Laurance Alvarado, President, Othon Group International• Julie Clow, ASTD Secretary and Vice President, Learning and Development, Two Sigma Investments• Jenny Dearborn, Vice President and Chief Learning Officer, SuccessFactors, an SAP Company• Lisa Downs, CPLP, Strategic Business Partner: Learning, Training, & Development–Engineering Support, Boeing• Charles Fred, Founder and CEO, The Breakaway Group• Rob Green, Vice President, Global Sales & Delivery, Oracle University• Michael Korcuska, Senior Director, International Product Management, LinkedIn• Marci Meaux, Vice President, ACT Services Transformation Office, Cisco Systems• Anne Schwartz, ASTD Treasurer and Vice President, Global Leadership Development, UPS• Mary Slaughter, Chief Learning Officer and Senior Vice President, Talent Management and Development, SunTrust Bank• Robert Todd, Technology Director, ?What If! Innovation PartnersFor information about the board members, visit www.astd.org/About.

Walter McFarland Chairs ASTD’s 2013 Board of Directors

Change is hard, but learning more about it doesn't have to be boring. ASTD's newest title, The Change Book, helps you get smart on change management without the pain. It also happens to be one of the most unique LOOKING books we've every published. When I first saw it I thought of The Very Hungry Catepillar, which if you think about it, is a book about change too.The Change Book, addresses framing your change, leadership, resistance, culture, communication and more. Flip it open to any page - literally - and you'll find powerful, concise and easy advice from battle-tested practitioners. Authors Tricia Emerson and Mary Stewart make learning about change fun while asking important questions and providing sage advice.Why aren't your communication efforts working? The book addresses common pitfalls, like waiting too long, delivering "bad" news and hitting people with the wrong kinds of information.How many people should you involve in your new effort? There's advice on engaging the masses and there are real stories of organizations who harnessed the power of their people.What should you do about those who resist? Do you have to turn all of them into supporters? Read about finding the people in your "sweet spot" and focusing on them.How will you keep people excited and engaged? The book offers tips for getting buy-in and maintaining momentum.Each short chapter holds a nugget of wisdom on subjects like these. A great resource for seasoned change management professionals or the newly initiated, The Change Book provides tips, tools and bits of wisdom from those who have been there, helping to transform some of the most widely recognized organizations in the country.

Change the Way You Think About Change

The American Society for Training & Development announces that Mary Slaughter, Chief Learning Officer for SunTrust Banks, Inc., is joining the Society's Board of Directors for a three-year term, 2011-2013.As Chief Learning Officer, Ms. Slaughter has enterprise responsibility for learning and development strategies, supporting technologies, and corporate university operations supporting 28,500 employees and business partners. As part of her talent management role, she drives executive and senior leadership development, focused on the firm's business transformation in the midst of rapidly changing industry and regulatory environments.Prior to joining SunTrust, Ms. Slaughter was Senior Vice President of Learning and Development at Wachovia supporting 70,000+ employees in multiple business units, as well as the company's call center operations across the U.S., India, and the Philippines. Before entering the financial industry, she spent 24 years in the telecom sector with AT&T, Lucent Technologies and Alcatel-Lucent. She has extensive global experience in sales, sales management, sales operations, and merger integration.Ms. Slaughter holds a bachelor's degree in chemistry and psychology, and a master's degree in communications and public relations. She is a member of the Society for Human Resource Management (SHRM) where she is certified as a Global Professional in Human Resources (GPHR), and The Conference Board's Council on Learning, Development, and Organizational Performance.

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