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Peter Vail

Mailbox February 2001

Peter B. Vaill

OD newsletter November 1974

Peter Ostrow is the VP/Group Director and principal analyst for Sales Effectiveness at the Aberdeen Group, a leading provider of fact-based research focused on the global technology-driven value chain. Peter has been focused on sales and marketing best practices for 25 years, beginning with a long-time stint at advertising firm JWG Associates. As JWG’s third employee, he participated in every aspect of the company’s sales growth, from $1M to $135M, until its acquisition by Monster Worldwide’s TMP AdComms division. At TMP, Ostrow deployed additional CRM, pipeline management, lead generation and competitive intelligence practices as VP, Global Sales Administration. He then spent five years as VP of Business Development with MarketOne International, a global provider of lead lifecycle management services to technology sales and marketing executives. At Aberdeen, Peter oversees research consumed by end-users in Marketing, Sales and Service management roles. He also leads the Sales Effectiveness practice, covering the technology, service and consulting enablers that enterprise sales forces deploy to become best-in-class organizations. His research is widely publicized and covers topics such as sales training, sales intelligence, CRM/SFA, sales performance management and integrating technologies around customer acquisition and retention.

Peter Ostow

Before joining CCL, Peter Ronayne spent 15 years as a dean and senior faculty member at the Federal Executive Institute (FEI) in Charlottesville, Virginia. While at FEI, he directed the flagship Leadership for a Democratic Society program, launched FEI’s Center for Global Leadership, and co-founded the institute’s “NeuroFed” program on neuroscience and leadership.A senior faculty member and portfolio manager at the Center for Creative Leadership, Pete’s multidisciplinary background and experience serves the Center in his design and delivery responsibilities for open enrollment and custom programs, and various Global Solutions clients, with a focus on public sector leadership and organizational development.Pete co-edited The Trusted Leader: Building the Relationships that Make Government Work, a collection of essays on values-based and collaborative leadership in the public sector. He co-authored Biography of an Ideal, a history of the US Civil Service and The Toxic Boss Survival Guide: Tactics for Navigating the Wilderness at Work, and he is the author of Never Again: The United States and the Prevention and Punishment of Genocide since the Holocaust.

Peter Ronayne

You know better than anyone else that learning and development is an asset to your business. For your business leaders to recognize this value, it’s important to position L&D as an investment and show that the dollars you spend translate into positive business results.If you’re wondering how, this article looks at what you should consider when building an L&D budget and how to demonstrate the business impact of your training programs.Connecting the Dots Between L&D and Business GoalsKnowing what your team spends and the return on investment of your efforts is key. Put simply, your C-suite execs want tangible metrics. Although 77 percent of leaders say that upskilling is a priority for their organization, 60 percent of HR professionals feel that budget constraints prevent them from taking action. That’s according to the Bridge-sponsored Future of Upskilling and Employee Learning 2024 report. In practice, this means you must make a strong case for learning and development. So, what’s the solution? Further findings show that businesses need to see the impact of learning and development presented in a way that stakeholders across the business can recognize. As such, survey respondents who say L&D is an organizational priority are more likely to capture and use an array of metrics to share the value of their strategies. These include:Return on investment Employee productivityTalent mobilitySkills assessmentsPresenting a clear budget that outlines how your strategy will solve current challenges shows the value and signals to your organization that your team is closely aligned with its goals.How to Build an L&D BudgetAllocating your L&D budget requires careful planning and foresight to predict and adapt to current and future objectives. There are several approaches you can take to account for these needs.Analyze Past Performance and SpendingReview your budget over recent years, the items included, and the number of employees each year. These figures will give you a cost per employee for each year and show you any underlying trends. With this information, you can predict any near-future costs you might expect to incur.Benchmark Based on Industry StandardsLooking at average spending data in your market or industry can give you insight into what other teams are spending and where they’re using their budget. This method is helpful if your information has gaps or if you need to provide evidence that supports your investment.Anticipate Future Skills NeedsIdentifying the critical skills your organization needs today and in the future can help you build a budget based on high-priority employee development programs and associated costs. Focus on the upskilling and reskilling initiatives to close current and anticipated skills gaps and allocate spending based on the areas that will keep your organization competitive.Evaluate Your Organization’s ObjectivesYour organization has specific goals, and your budget must reflect them. Prioritizing budget spending based on the anticipated business impact shows your execs that investing in L&D will drive results through employee performance.Key Costs to Factor Into Your L&D BudgetList the items in your budget, including an estimated cost or existing spending for items you currently use. For example, account for essential items such as:Ongoing subscription fees for an LMSOne-time purchase and setup feesThird-party learning contentExpenses associated with in-person training External trainers and SMEsHow to Get Buy-In for Your L&D BudgetFocus on how these resources will positively affect performance per your organization’s strategic priorities. Below are some examples to help you communicate the value.Highlight the Potential Risks of NoncomplianceAlthough the compliance risks might be different for each organization, the reasons to comply are the same. Completing mandatory training keeps your business and customers safe and protects you from any legal or financial penalties. For instance, data compiled in an e-book by Bridge and its sister companies found that in 2023, the US Securities and Exchange Commission reported fines for financial noncompliance totaling around $5 billion. That’s where an LMS comes in.To make your business case, connect your organization’s specific compliance requirements to the financial penalties for noncompliance. For instance, using a learning platform can keep your organization secure by tracking certification expiry dates and automating enrollments.Demonstrate the Impact of Upskilling and ReskillingWhile compliance training and risk management are important parts of any L&D function, they are only a fraction of what learning can do. A deliberate strategy means moving beyond risk mitigation to show the true value of training and development. Training makes your people more proficient in their roles, which is why giving them opportunities to identify and take ownership of their career development and growth directly benefits your organization. In fact, Bridge-sponsored research finds that high-performing organizations are nearly four times more likely to excel in employee development.Aligning employee goals to organizational performance allows you to strategically deploy employee development and upskilling programs and track the business impact. To present these benefits, you’ll want to show evidence of where this training has led to greater application of skills and how it benefits your business as a result. You should also identify the costs associated with not addressing skills gaps.Connect Learning to RevenueShowing the link between L&D and ROI presents the potential value of your initiatives to stakeholders. For example, Gallup research illustrates that a lack of employee engagement costs the global economy a massive $8.9 trillion each year. According to a Bridge-sponsored report, providing employees with opportunities to learn and grow is one of the top factors influencing engagement.Show How Training Improves Employee ProductivityShare how training your people gives them the tools to perform their roles more effectively and efficiently. For example, one Bridge customer cut the average time to onboard new hires from nine months to just three. As a result, it saw a 10 percent increase in sales revenue and a 50 percent decrease in turnover. You should also highlight how the right learning platform drives productivity. Using an LMS to create and deliver relevant, actionable training that your people can access on any device means faster training completion rates and less time away from day-to-day tasks. Plus, learners are more likely to retain the knowledge they learn.Find a Learning Platform That Works for Your OrganizationSaaS management platform Zylo predicts that as of 2024, less than 20 percent of midmarket organizations use single sign-on apps and platforms. Without centralized visibility, findings suggest that these organizations are at greater risk of a cybersecurity incident.Outline the potential risks and costs associated with security breaches and how the right software solution can mitigate this risk. You’re more likely to get your IT stakeholders on board when you present a platform that reduces vulnerabilities by seamlessly integrating with your existing tech and giving them complete visibility.Review Your Tech NeedsWhen building your budget, consider solutions for trimming costs that also increase efficiency. For instance, if you deliver in-person or instructor-led training events to a remote or distributed workforce, you’ll likely find that e-learning can reduce your costs—especially when adding up costs like hotels, airfare, and venue hire! You should also look for ways to consolidate your existing employee development tools into an all-in-one corporate LMS.

What You Need to Include in Your L&D Budget

The ATD SELL Conference is the only sales enablement event that’s laser-focused on developing sales capability. Want to get a free preview of our programming and speaker line-up?

During this 60-minute webinar, SELL Chair and Host Dayna Williams will lead an interactive discussion with three popular speakers: Peter Ostrow, Mike Kunkle, and Amber Watts. We’ll keep the conversation moving and the insights flowing.
Topics include:

• Macro trends in sales development
• Amplifying or revisiting your onboarding
• Table stakes for driving adoption everyone can see inside the organization
• Balancing narrative and data to communicate the value of development

Primary Capability Covered: Performance Improvement
Participation in this event, either live or recorded, can be reported for one (1) professional development point toward initial certification or recertification requirements for the APTD or CPTD credential.
 
 

Sales Enablement Trends, Techniques, and Tidbits: ATD SELL 2024 Conference Preview

“Leadership is a matter of how to be, not how to do.”That quote, from the legendary Frances Hesselbein, supports her enduring passion for creating the leaders of the future who are “mission-based, values-based, and demographics-driven.”The Association for Talent Development mourns the loss of Hesselbein, a supporter and champion of talent development and learning. She passed away December 11 at the age of 107.She was a keynote speaker at the ATD 2003 International Conference & EXPO and a recipient of (then) ASTD’s Champion of Workplace Learning and Performance Award in 2005. She also authored the chapter “Leading the Workforce of the Future” in The ASTD Leadership Handbook.“Our Champion award is given to an individual whose advocacy, commitment, and actions in support of learning and development have influenced audiences and organizations, and Frances exemplifies the spirit of this award,” said Tony Bingham, ATD President and CEO. “We’re grateful for the decades of thought leadership that she generously shared with our global talent development community.”As a pioneer in her work with leadership and social service, Hesselbein was a visionary and extraordinary leader who was an early adopter of diversity and inclusion. Best known for her 13 years as CEO of the Girl Scouts, she spent more than 40 years defining leadership and the value of serving others. In 2022, she received the President’s Volunteer Service Award.“Frances was born in 1915, before women had the right to vote. By the end of her long life, she had refocused the mission of the Girl Scouts of America to equip young women for roles in society and introduced innovative ideas into leadership development,” said Pat Galagan, ATD’s former executive editor. “She advocated a circular management style, which was more inclusive than top-down hierarchies, sharing leadership to ‘the outer edges of the circle.’”“Leadership gurus such as Warren Bennis, Peter Senge, and Jim Collins recognized her as one of the most innovative and inspired leaders of their time,” Galagan continued. “When asked by a journalist who was the greatest CEO in America, Peter Drucker named Hesselbein, saying, ‘Frances Hesselbein could manage any company in America.’”“Frances Hesselbein was one of the most impactful and admirable Level 5 leaders of the 20th century,” author Jim Collins noted. “She taught me that one of the greatest sources of energy is leadership done in a spirit of service. Her most enduring impact is through the multitude of leaders—in business, in the military, in the social sectors—inspired by the guiding principle of her life: ‘To serve is to live.’ We have lost an irreplaceable light in our world, andin our lives. Her greatest gift was her uplifting example.”Her impact on diversity was felt during her time as CEO of the Girl Scouts. She changed the standard Girl Scout handbook by hiring educators and artists to write four different handbooks reflecting the different cultural identities of members.“In my life, I have had the honor to work with many amazing leaders. Frances Hesselbein is the greatest leader that I have ever met,” said Marshall Goldsmith. “She was also the most kind and gracious human being. When I met Frances, I was doing pioneering work in 360-degree feedback that was customized to fit the organization’s values. I volunteered to work with Frances and the Girl Scouts. She ‘led by example,’ was the first to get feedback, and always worked at becoming an even more effective leader. Since then, she has shared her wisdom with many of my CEO clients. Frances Hesselbein will always be my number 1 hero!”She was president and CEO of the Peter F. Drucker Foundation for Non-Profit Management (now the Frances Hesselbein Leadership Institute) and the editor in chief of the award-winning Leader-to-Leader journal. She also served as the Class of 1951 Chair for the Study of Leadership at the United States Military Academy at West Point.According to her obituary, “Hesselbein served on multiple boards including Pennsylvania Power and Light, Mutual of America, and the Bright China Foundation. She chaired the United Way of Central Pennsylvania. She was invited to the White House by seven different presidents and received the Presidential Medal of Freedom in 1998. She was appointed to the Presidential Commissions on National and Community Service by President George \[H.\] W. Bush in 1992 and 1993.”“I will always remember Frances for her leadership in the Girl Scouts and for giving hope and inspiration to everyone she touched at every age,” said Elaine Biech. “She was one of the first people to write about women in leadership and so I often quoted her. One thing that resonated with me was her belief in learning by doing and to me that is what I believe is critical: experiential learning.”Hesselbein wrote two memoirs—Hesselbein on Leadership and My Life in Leadership—and was the co-editor of 27 books published in 29 languages.In an August 11, 2017, Lehigh Valley Style article, “Hesselbein said she hopes she’s remembered for truly practicing what she preaches: ‘Mission. Innovation. Diversity. Those words are my battle cry.’”

In Memoriam: Frances Hesselbein

ATD developed the talent development framework and puzzle to help practitioners understand the different components of talent development, and how organizations can build their own frameworks to address their unique needs. This blog series explores each component of the talent development framework, why it’s important to the field, and what resources ATD offers to practitioners who want to learn more.Employee EngagementEmployee engagement is a critically important topic for talent development professionals. Gallup’s engagement survey shows that only 13 percent of global employees are engaged. This leaves 87 percent unengaged, indifferent, or actively disengaged. Statistics like this are alarming, especially when considering that employee engagement may determine the eventual success of a company. Gallup’s research shows employees who are actively engaged bring more discretionary effort to their work and contribute more in terms of innovation and growth. A culture of engaged employees may result in lower turnover, fewer safety incidents, lower absenteeism, and higher productivity, to name a few benefits. ATD’s research for the talent development framework shows that employee engagement is a core component for talent development efforts in many companies. Employee engagement grows when there’s one objective in mind: to put the employee first. Employees who are treated with respect and loyalty feel valued by the organization. Understanding the top five barriers to engagement is beneficial for talent development professionals. According to Andrew Graham of Forum Corporation, unappreciative or unhelpful management is the single most demotivating factor in the workplace. When employee engagement is a known strategic goal for the company, working toward it becomes a daily objective. Engagement first comes by acknowledging basic needs such as belonging, enjoyment, and recognition, and then overcoming them through education, balance, and demonstration. Investing in employee engagement and talent development practices may have a more cost-effective and meaningful result than new compensation and benefit plans, according to an ATD study. We’ve assembled some additional resources to explore:• Learn why employee engagement is so essential to your organization. • Take the first step in creating a world-class and engaged workforce.• Take the steps to overcome barriers to employee engagement. • Calculate the return on investment for your employee engagement program.• Evaluate your employee engagement strategy.• Measuring the Success of Employee Engagement by Patti P. Phillips, Jack J. Phillips, and Rebecca Ray• The Manager's Employee Engagement Toolbox by Peter Garber• Coaching Employee Engagement Training by Peter Garber• Motivating Employees in the Digital Age by Sharlyn J. Lauby• Creating Engaged Employees by William J. Rothwell• For more information on training delivery and other major components of talent development, check out the ASTD Handbook, 2nd Edition (Now TDBoK™ Guide, second edition).

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