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Join learning leaders Lisa Gary and Sandi Maxey for a virtual author chat about how L&D can strategically align with its organizations’ business goals. During this chat, Gary and Maxey will expand upon the ideas they presented in their chapters in Leading the Learning Function: Tools and Techniques for Organizational Impact, a new book published by ATD Press and written by members of ATD Forum. Gary and Maxey will share examples from their careers that demonstrate how achieving strategic alignment can help L&D teams become more effective and valuable to the business. They will also discuss tools and models that have helped them gain insight into their organizations’ business goals, find executive sponsors, and communicate the work of learning in ways that business leaders will understand. There will be opportunities for attendees to ask questions and share their experiences. This discussion will bring value to L&D professionals looking for concrete and practical tips to better align their learning programs with their organizations’ strategic business goals. 

ATD Book Talk—Lisa Gary and Sandi Maxey on Strategic Alignment With the Business

View from the Learning Executive: Sandi Maxey

Sandi joined Sandy Spring Bank in 1999. Her current position is Senior Vice President and Manager of the Learning & Professional Development Department. In addition to managing the learning function across the organization, Sandi consults with department and business line managers to assess learning and development needs and design appropriate interventions. Sandi’s areas of expertise include leadership, management, coaching, career development, sales and sales management, and the client experience. In addition, she is responsible for developing the Bank’s talent strategy including competency management and succession planning.   Sandi has over 25 years of banking experience and more than 20 years in learning and development. She holds an A.B. in Sociology from the University of Georgia and a M.B.A. from Frostburg State University. She is MBTI qualified and a Bridges Certified Trainer in Transitions. Sandi currently serves on the ATD Forum Advisory Group.

Sandi Maxey

Nine in 10 talent development professionals say that their organizations expect at least some managers to practice coaching.

Go All in to Build a Coaching Culture

April 2014 - TD Magazine

Sandy Spring Bank sought to boost employee engagement companywide and knew that managers would need to play a starring role. The result is a coaching certification program.

Putting the FOCUS on Coaching

Is your organization part of the 77 percent offering leadership development programs or activities? Or is your organization considering adding a program in the next year? In this webinar, we’ll discuss ATD’s newest research on leadership development, highlight the benefits, investigate best practices for implementing activities, and spotlight what organizations plan to do over the next year.
Your organization must consider setting measurable goals for the leadership program. We found that every high-performing organization set a goal of using leadership development programs to ensure the continuity of the company’s values and strategy. Almost all high-performing organizations used these programs to foster self-confidence in leaders.
We also found that most organizations measured success using a participant satisfaction survey, but high-performing organizations took it further. They evaluated their program implementation, the immediate effects of the program, and the program’s long-term impact.
The first half of the webinar will discuss the research findings from the newest ATD Research report, Leadership Development: Preparing Leaders for Success. The second part of the webinar will include a discussion with Sandi Maxey, director of succession and talent development at Sandy Spring Bank. She’ll talk about her experience with leadership development programs. 

ATD Research: Best Practices in Leadership Development Programs

Organizations that expect their managers to be coaches see increased employee performance and a stronger organizational culture. According to survey respondents in Managers as Coaches: Boosting Employee and Organizational Performance, 90 percent of organizations expect at least some of their managers to coach their direct reports and 75 percent expect all of their managers to do so. Organizations that expected their managers to coach all of their direct reports were significantly more likely to be high-performing companies.
Drawing on figures and data from the research, this webcast will highlight best practices organizations can use to cultivate managers who practice coaching with their direct reports. It will examine the key coaching skills managers need, training managers as coaches, and top barriers to effective coaching.
 

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