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Teri Lund has been an external consultant for the past nine years. Previously she held training and performance improvement management positions for Barclays Bank, Kaiser Permanente, and Sealund and Associates. She has a bachelor of science degree in education from Montana State University and a master’s degree in international business and finance from New York University. Lund has in-depth experience in implementing performance improvement strategies, such as computer-based and alternative delivery to classroom training, and is a recognized leader in the area of technology and its impact on learning and performance improvement.

Teri  Lund

Rapid Needs Analysis

Rapid Evaluation (PDF)

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Rapid Evaluation by Susan Barksdale and Terri Lund

Terri Pearce is Executive Vice President, Human Resources of HSBC North America Holdings, Inc., a wholly owned subsidiary of HSBC Holdings plc, one of the world’s largest banking and financial services organizations. In this role she is responsible for developing and directing learning, talent, resourcing, and organizational development for HSBC North America in alignment with HSBC’s Group office in London. She also directs talent management and succession planning across HSBC North America. Terri joined HSBC in 1988, and held HR and operations roles both on and offshore. Terri received her bachelor’s degree in psychology from Vanderbilt University and has an MBA from The University of Phoenix. She holds the SPHR credential, and is a member of the Society for Human Resource Management and the Conference Board Council on Learning, Development and Organizational Performance.

Terri Pearce

Whether you have just started your first job or you are several years into your career, it’s not too early to pave the way for a leadership role ahead of you.  In fact, if you don’t start thinking about how you can become successful in the future, success may elude you down the road. That’s because there are certain career path essentials that you need to consider and skills you need to acquire to achieve a top position in your industry.Four essential actions will position you now—so that you will be qualified to lead in the future:Develop the right skillsOptimize your performance reviewsCultivate executive presenceAct like a leader.Develop the Right SkillsDeveloping the right skills isn’t easy; you have to figure out what skills you need and how to get them. Here’s how.Review leaders’ skillsets and experience. The only way to ensure you know the qualifications that leaders possess is to study exceptional executives in your industry. Although you can examine top management in your company, it’s also a good idea to broaden your search to include other industry leaders outside your organizations. Consider these questions:What are these leaders good at? What experiences or job postings have lent to their abilities to do their jobs?Is turn around experience necessary to manage a major division? You might notice that your division leader worked on turning around a troubled product line before she was promoted to her current position. But look at other leaders to determine if this is an industry-wide requirement.What education and training do the upper tiers of managers have?Do leaders typically have international experience? What specific department boasts the most leaders in the industry? If it’s a technology firm, maybe the top brass were all engineers. If you’re in the consumer product industry, maybe the marketing department churns out most of the executives.No two successful leaders will have identical backgrounds, but if you can identify patterns and trends, you’ll gain an idea of the skills and experiences you will need to thrive in your industry.Build your skill arsenal. Now that you know the types of skills you need, it’s time to begin to look for opportunities to develop them. Ask for projects that will stretch you professionally. Often, the “king-maker” assignments are company “problems” that most people don’t want to tackle. Will your current position allow you to gain some of the skills you need or has your learning curve plateaued?  If you can’t learn much more where you are, identify assignments in other groups and ask your manager if you can volunteer for them—as long as you complete your other responsibilities. If cross-group project work isn’t possible and you’ve learned as much as you can where you are, you may need to make a change within your company or outside of it.What’s your special power?  Most everyone has at least one skill at their job that they completely rock. Oftentimes, though, they don’t know what that skill is. That’s because when we do self-analysis, we think too big. For example, you may not be amazing analytically or the best salesperson, so you think, “What do I have to offer?”Drill down on little tasks that you’re especially good at performing—maybe even better than anyone else in your group. Is it your ability to engage comfortably with your teammates? Is it your clear understanding of the group head’s requests? Is it your skill at ensuring presentations are free of errors? Is it your creative additions to the scope of a project? Ask yourself, ask your colleagues, and ask your manager what they think you do well. If you’re afraid of sounding too self-serving, ask how they think you handled XYZ, or ask if they could give you feedback on ABC. You’re bound to start hearing the same good things about what you bring to the table. Once you know what that special power is…exploit it! Seek opportunities to assist your manager and colleagues in ways that showcase your talents. It’s a win-win for your company and you.If your goal is CEO, you need to gain line experience. In any company, most of the top managers have gained line experience or have been responsible for a P&L. These professionals are called “line managers” because their jobs are associated with revenue generation. Examples of line positions are easily found in manufacturing, brand management, and sales, to name a few.Alternatively, staff positions are those with clients internal to the company. Examples of staff positions are accounting, legal, and human resources. The path to the top of a staff department can land you at a very senior-level position within your company, such as head of human resources. But typically, there is little mobility outside of these departments.Be sure to assess your goals to discern if you want to be “running” the organization a few years down the road. If so, it’s best to gain line experience.This article covered “Developing the Right Skills,” the first of four essential actions to position yourself to lead in the future. Join me for my webcast, Prepare Now to Lead Later, on February 20, 2015, at 12:00 p.m. EST to review the next three actions: optimize your performance reviews, cultivate executive presence, and act like a leader.

Critical Steps You Need to Follow Now—to Become a Leader in the Future

Linda Hainlen reminds learning managers to look beyond just the learning event (or trees) and focus on the long-term organizational change (or forest).

Can You See the Forest for the Trees?

Federal agencies are navigating an unprecedented workforce landscape. Shifting policy priorities coupled with a leaner workforce leave agencies to answer a critical question: How do we maintain operational effectiveness with fewer resources?A shrinking workforce creates significant skill gaps across federal operations. Yet, agencies must continue to deliver essential services while adapting to these constraints. Teams that effectively navigate this new landscape will build more resilient, disruption-proof organizations.The question before federal leaders is not whether to upskill, but how to implement effective upskilling strategies with limited resources and immediate impact. A Framework Built to Transform Constraints Into CapabilitiesRather than only relying on new hires or external solutions, true workforce optimization is about unleashing the potential already on your teams to build internal capacity. This approach centers on three critical dimensions: readiness (solutions implemented immediately with existing resources), sustainment (approaches that create enduring skills and competencies that evolve with your mission), and scalability (methodologies that work across team sizes).Our recommended workforce optimization framework consists of five interconnected components: assessment, prioritization, deployment, measurement, and integration. Each builds upon the previous one, creating a sustainable system and a workforce that’s not just ready for today’s challenges but built to thrive in tomorrow’s uncertainty.Starting Strong: Assessing Current StateEffective workforce development begins with understanding where you stand. Before implementing training initiatives, agencies must identify critical skill shortages and operational vulnerabilities created by workforce losses.This involves conducting a rapid skills inventory using existing HR data, performance evaluations, and team leader input. Key questions include: How well does the current workforce align with your strategy? What impact will turnover have on service delivery? Where are positions difficult to fill?The goal is to align identified skills with mission-critical functions to determine where gaps create operational risks. Strategic Prioritization and ImplementationWith the assessment complete, agencies must focus on training initiatives that offer maximum return on limited resources. This involves segmenting the workforce to identify roles requiring immediate attention, followed by using structured decision frameworks to objectively evaluate where training efforts will drive the greatest impact.Successful agencies embed learning directly into the daily workflow, applying leveraging models like the 70-20-10 model, which balances formal training, peer-driven learning, and hands-on experience. Cost-effective deployment is key. Agencies can implement scalable, low-disruption strategies such as lunch & learn sessions, protected time blocks for skill-sharing, and simple job aids for on-the-job learning. Measuring Impact and Building CultureEnsuring upskilling efforts lead to measurable improvements requires establishing baseline metrics and implementing robust feedback systems. Upskilling only drives meaningful change when it’s linked to measurable outcomes. That begins by setting clear baseline metrics and embedding structured feedback systems that reveal progress over time.Success isn’t defined by completion rates alone. It’s also in operational performance improvements, documenting time savings, and measuring employee confidence in applying new skills. Building a culture of continuous learning means establishing learning champions, creating recognition systems, and formalizing knowledge-sharing mechanisms. Even with limited resources, agencies can integrate learning discussions into regular meetings and share success stories that demonstrate the impact of upskilling. These small actions make learning visible and valued and fuel sustained growth across the organization.From Framework to ActionUsing a structured approach such as we’ve outlined offers practical, actionable pathways that work within current limitations while building toward future capabilities. Federal agencies can’t afford to wait for perfect conditions—they need adaptive solutions that can be launched immediately, continuously evolve, and adapt to changing priorities.The real question isn’t whether upskilling is worth the investment—it’s how fast agencies can deploy strategies that safeguard mission delivery today while accelerating long-term capability. Ready to transform your federal team? Don’t just plan—act. Download the complete Bridging the Skills Gap: A 90-Day Framework to Upskill Your Team whitepaper and unlock detailed implementation guides, assessment tools, success metrics, and step-by-step checklists that will transform workforce challenges into organizational strengths.

From Gap to Gain: A 90-Day Action Plan to Upskill the Federal Workforce

In a world defined by constant innovation, success requires more than fixed expertise—it demands the ability to adapt in increasingly intelligent and tech-driven environments. To develop teams to meet the nuances of today’s shifting business landscape, many organizations have discovered that customized education programs offer more meaningful, precise benefits specific to these development goals. Wharton Executive Education’s Custom Programming for Organizations is designed to provide tailored learning experiences that address your specific business needs. Here are the top five gains your organization can expect from partnering with Wharton.1. A Tailored Curriculum That Reflects Your NeedsStandardized training programs often cover broad topics that might not align perfectly with your specific industry challenges or business goals. Wharton’s custom programming begins with a deep assessment of your organization’s current position, challenges, and ambitions. Faculty and experts at Wharton work with your leadership to design content that directly addresses your pressing issues and growth opportunities. This tailored approach means that rather than general theories, your team gets targeted insights that are directly applicable to your business, ensuring a learning experience that resonates and is immediately relevant.2. Access to Distinguished Research and ExpertiseWith more than a century of leadership in business education, Wharton brings a rich legacy of research and academic excellence to its custom programs. By engaging with Wharton, your organization gains access to the latest academic insights and methodologies that have been tested in real-world business scenarios. This content-forward experience is not about flashy ideas—it is grounded in evidence-based strategies that have shaped industries. Participants leave with practical tools, frameworks, and an enhanced perspective on problem-solving, which they can apply directly to their operational challenges.3. Collaborative Learning for Practical ApplicationLearning is most effective when it’s interactive and collaborative. Wharton’s programs incorporate a range of learning methods including case studies, simulations, experiential-based learning, coaching, and group discussions. This mix of activities ensures that your team grasps theoretical knowledge and practices applying these insights in a collaborative setting. The process of learning together fosters team cohesion and creates a forum for collective problem-solving. 4. Building a Sustainable Culture of LearningInvesting in a custom learning program is about more than addressing immediate gaps in knowledge. It is an investment in a long-term culture of continuous improvement. Participants experience a shift in mindset that values ongoing learning and adaptability. Over time, this culture enhances individual performance and affects the overall organizational climate. Teams that are encouraged to learn continuously develop stronger internal networks, better adapt to new challenges, and drive innovation from within. This cultural change can lead to improved operational effectiveness and a more agile organization.5. Measurable Impact and Lasting OutcomesOne of the most compelling benefits of a customized program is the ability to track and measure improvements over time. With clearly defined objectives aligned to your organization’s goals, outcomes from Wharton’s custom programming are both actionable and trackable. From enhanced decision-making skills to better team collaboration, the practical outcomes of these programs are designed to create lasting impact. Organizations that have implemented these tailored learning solutions have reported measurable improvements in performance metrics, leadership effectiveness, and even market responsiveness. A clear emphasis on actionable learning ensures that the benefits extend well beyond the confines of the classroom or seminar room.Bringing It All TogetherWharton Executive Education’s Custom Programming for Organizations offers a content-driven, collaborative, and practical approach to corporate learning. By focusing on a tailored curriculum, leveraging distinguished academic research, fostering collaborative learning, building a culture of continuous improvement, and emphasizing measurable outcomes, Wharton helps organizations address their unique challenges head-on.

Tailor-Made Learning: 5 Reasons Custom Programming Makes a Difference

A well-crafted strategy is about making intentional choices that position organizations for long-term success. A thoughtful approach defines where you’re going and lays out a clear, adaptive path forward that everyone within the organization can understand. Great strategy goes beyond planning—it’s about centering people, creating alignment across the organization, and developing resilient and responsive plans. Here’s how organizations can bring strategic alignment and planning into focus.The Key Elements of a High-Impact Strategic PlanA successful strategic plan engages stakeholders, translates complexity into clarity, and provides actionable steps forward. Based on insights from diverse industries, high-impact strategies tend to include these foundational elements:Clear insight: Effective strategy starts with a clear understanding of the organization’s current reality. Leveraging data and insights from both internal and external sources reveals opportunities and pinpoints challenges, building a strong foundation for decisions.Stakeholder engagement: Building a strategic plan is as important as the strategy itself. Engaging a range of perspectives across the organization supports buy-in and ensures that diverse needs and ideas are represented. A shared commitment emerges naturally when the process includes the voices of those affected.Clarity (not certainty): A great plan is clear, accessible, and memorable even amid the ever-increasing velocity of change affecting the business environment. While strategies often include detailed steps, the essence should be easy to communicate and inspire everyone involved, serving as a guide that motivates people to act even in the face of adversity and business challenges.Purposeful prioritization: Successful strategies provide focus, helping leaders and teams prioritize what matters most. With clear priorities, leaders can make informed decisions about where to direct resources and energy—guiding what to pursue and what to pause.Adjustability: Strategy is not a one-time event. A dynamic plan is regularly refreshed, keeping it relevant and aligned with the organization’s evolving landscape and goals.A Framework to Establish a Foundation for ActivationStrategic alignment and planning aren’t one-size-fits-all. Every organization’s journey is unique, requiring a tailored approach that meets specific needs—whether through targeted prioritization, collaborative strategy development, or a comprehensive, multi-year planning effort.A strategy succeeds when it’s embraced by the people who carry it forward. The best strategies are developed with an eye toward activation—doing so will transform the strategy from ideas on paper into actions that drive progress. Use the following strategic planning framework to establish the foundation for successful activation:1. Assess: Begin with data collection, interviews, and a thorough assessment to establish a baseline understanding. This stage reveals valuable insights and identifies critical factors needed to move forward.2. Envision: Strategy gains momentum when leaders collaborate to define a shared vision for the future. Through structured visioning sessions, organizations can establish a clear, mid-term outcome that anchors the strategic plan.3. Align on priorities: With a vision in place, it’s time to set priorities, create a change narrative, and establish metrics for success. Tools like strategic dashboards can provide ongoing visibility into progress and impact.4. Activate: Effective activation includes planning for communication, ensuring teams understand and support the strategy, and assessing readiness for change. This is the point at which strategy transitions into action.How to Elevate People-Centered Strategy at Your OrganizationA strategic approach that resonates with people at all levels creates authentic and meaningful alignment. Organizations can elevate human-centered strategy through the following methods:Collaborative workshops: Bringing stakeholders together to co-create clarity accelerates alignment and enhances buy-in. Visual tools, design sprints, and collaborative frameworks are effective for simplifying complex ideas and building consensus.Narrative and visualization: Translating strategy into compelling, accessible visuals and stories makes it easier for everyone to connect with the purpose behind the plan. Design assets and storytelling transform strategy from abstract ideas into inspiring, relatable messages.Develop buy-in from the start: Strategic plans reach their full potential only when followed by actionable, continuous alignment. Ensuring there’s support for ongoing execution and a willingness to adapt over time helps keep momentum alive.Consider an example from the healthcare sector, where a major professional association faced declining membership and financial strain. With new leadership in place, the organization sought a strategy that would stabilize its operations and enable growth. By conducting a thorough assessment, gathering input from stakeholders, and developing a comprehensive four-year plan, the organization transformed its trajectory. The results were clear: a 33 percent increase in revenue over three years, improved engagement, and renewed alignment around a shared vision. With a thoughtful strategy and commitment to people-driven activation, the association strengthened its role and impact in the healthcare industry.A successful strategy is one that people believe in and are motivated to carry forward. When leaders commit to creating clear, inclusive, and adaptable strategies, they set the stage for lasting impact. By centering on people and creating alignment across every level, organizations can build a resilient foundation for sustainable growth and transformation—driven by strategy, supported by people.

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