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Megan Miller recently graduated from Boise State University's Organizational Performance and Workplace Learning program. She has a passion for using evaluation, needs assessment, and instructional design to support nonprofit organizations. For her master’s thesis, Megan worked with a local nonprofit to evaluate, understand, and build their evaluation capacity. During her master'sprogram, Megan worked as a graduate assistant with Dr. Chyung working on her team to research and develop articles on evidence-based survey design. Megan has also had the opportunity to present these findings at a Boise State’s Graduate Showcase, International Society for Performance Improvement Annual Conference, and ATD Treasure Valley chapter.

Megan Miller

You intend to use your survey data as part of your evidence-based practice. It's important that you collect as accurate data as possible.

Evidence-Based Survey Design: “Strongly Agree” on the Left or Right Side of the Likert Scale?

Megan Cole uses research to explain how organizations can avoid entitlement in the workplace.

3 Tips for Avoiding Entitlement in the Workplace

Entering his 23rd year with the Franklin Covey Company, Scott Miller serves as the chief marketing officer and executive vice president of thought leadership. He is the host of FranklinCovey sponsored On Leadership with Scott Miller — a weekly leadership webcast, podcast and newsletter that features interviews with renowned business titans, authors and thought leaders and is distributed to more than five million business leaders — as well the weekly radio program Great Life, Great Career with Scott Miller on iHeart Media’s KNRS 105.7. This radio program and podcast provides insight and strategies drawn from FranklinCovey’s leadership principles and from Miller’s career and personal life experience to assist listeners in becoming more effective as business leaders and to improve their personal performance.Miller leads the strategy, development, and publication of FranklinCovey’s bestselling books and thought leadership, which provide the framework for the company’s world-renowned content and solutions. He is the author of FranklinCovey’s upcoming, Management Mess to Leadership Success releasing in June, 2019 (Mango Media). He is also co-authoring Everyone Deserves A Great Manager, The 6 Critical Practices for Leading A Team, scheduled to be released in October 2019 (Simon & Schuster).In his previous roles as executive vice president of business development and chief marketing officer, Scott led the global transformation of FranklinCovey’s brand and prior to that as general manager of client facilitation services, Miller worked with thousands of clients and client facilitators in numerous markets in over 30 countries. He has presented to hundreds of audiences across every industry and loves to share his own, unique leadership journey, in today’s culture and world that greatly values unfiltered leadership.Miller joined the Covey Leadership Center in 1996 as a Client Partner with the Education Division, which focused on serving K-12 schools and higher education. He also served as the General Manager of FranklinCovey’s Central Region for six years in Chicago.Miller began his professional career in 1992 with the Disney Development Company (the real estate development division of the Walt Disney Company) as a founding member of the development team that designed the new town of Celebration, Florida.

Scott Jeffrey Miller

Learning and development, like any other field, needs to operate on a professional basis. In this case, that means operating on what we know about how people think, work, and learn. It should not mean operating on false premises, flawed logic, and without conceptual clarity. And yet we see the persistence of mistaken beliefs in our products and practices. It’s time to get clear on what’s real and what’s flawed. In this webcast, based on the new book Millennials, Goldfish & Other Misconceptions, we’ll talk about what a good scientific basis is, where we go wrong, and what we should be doing. We’ll skewer a few of the more popular myths, and give you a basis to proceed that’s based upon research, not hype.

Millennials, Goldfish, and Other Training Misconceptions: Learning Myths Debunked

Larry Clark is managing director of global learning solutions at Harvard Business Publishing Corporate Learning. He leads the team of learning solutions managers around the globe who partner with clients to design and develop learning experiences unique to each organization’s needs. His background includes more than 25 years of experience in learning design. Previously he served as vice president of Comcast University’s Talent & Professional Development College, where he oversaw all leadership, high-potential and executive development, as well as learning and development for all enterprise functions across the organization. Prior to joining Comcast, Larry spent 12 years in a learning role with Microsoft, and began his career in the learning and talent profession working as a learning and management consultant for companies including Learning International and Zenger Miller.

Larry Clark

There is a new social contract between employers and employees. Employees expect:

rapid career growth
an engaging workplace
self-directed learning.

Millennials have grown up with self-directed learning. They realize that learning leads to higher earnings, and they want to take charge. What does this mean for you? You’d better have systems that give Millennials more of a voice and a choice in their learning journeys through self-direction and empowerment. If you don’t, they’ll go elsewhere.
If your organization is like the 92 percent of respondents in Deloitte’s Global Human Capital Trends 2016 study, your leaders are trying to redesign the organization to increase employee engagement and create a stronger learning culture. This webcast will help you meet those goals. You’ll learn how to:

Provide employees with tools that promote rapid career growth.
Empower and engage employees with self-directed learning.
 


Why Employees Taking Charge of Their Learning Is Good for You

 When I was a new appointee at the U.S. Department of Justice, I had the opportunity to attend the Ready to Govern series offered by the Partnership for Public Service. At the time, the sessions I found most transformative were on “Succeeding with Execution and Managing the Political-Career Interface.” I used the strategies I learned in those sessions to increase the effectiveness of the department’s Consumer Protection Branch in bringing civil and criminal cases to protect consumers. I also saw them used effectively by Justice Department leadership.This year, I joined the Millennium Challenge Corporation (MCC) as General Counsel. I was delighted to find that the strategies I learned in those sessions were just as relevant and applicable in this agency, where our mission is to reduce poverty through economic growth.  And I was thrilled to see my CEO employ these same strategies effectively every day.I am convinced these strategies can be effective anywhere in the federal government. I have also seen that there are a few things senior members of the career staff can do to help their appointees succeed when it comes to execution, managing the political-career interface, and delivering on the agency mission.Help craft the vision  At MCC, we are in the midst of developing a strategic plan, a process that began with a series of staff consultations and has since included several additional consultations. Encourage your appointee to be collaborative, and provide effective, actionable feedback when asked.Help set goals and metrics and measure against them. MCC is known for its commitment to data and transparency. As an agency, we set goals for all of our work, we regularly measure ourselves against those goals, and we seek to identify lessons learned from every initiative.  We are also known as a learning institution, and we seek to improve on everything we do. As career staff, you often have a sense of what is realistically possible. Provide your appointee with that context while also helping the agency stretch. Be willing to be honest with your appointee about your agency’s shortcomings so they can be addressed.Help with understanding the agency and its context. Political appointees, especially those new to the agency or new to international development, need to quickly understand the agency and its context to make effective decisions. At MCC, career staff provide new senior leadership with a series of short briefings on each substantive area. I found this invaluable in getting up to speed, and the presentations they gave me have been a reference for me since day one. Make it your job to help your appointee understand the agency, its context, and your substantive area, especially if their expertise and experience is different from your own.Help engage staff. Employee engagement is one of the most important things that senior leaders can do to ensure success in meeting the agency’s mission. It is also one of the most challenging. Senior career staff can play a critical role by serving as a conduit for information from, or to, other staff members and by providing senior leadership with critical information on how to engage career staff. Be a consistent voice for the career staff that your appointee may never meet, and help him or her invest in this difficult task.For more insight, please join me for the “Training Up: Lessons Learned from the Ready to Govern Orientation” session at the Government Workforce: Learning Innovations.

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