Google Ad #1 - desktop - 728x90

Google Ad #3 - desktop - 728x90

Google Ad #1 - mobile - 300x200

Google Ad #3 - mobile - 300x200

ATD_Half_Page

Googel Ad #1 - Side Bar - Content pages

ATD Footer Logo

Teri Sterling

ATD Links Archive - ATD Links

Exercising the 3 Rs: Reflect, Repeat, and Reinforce

Learn how to generate long-term transformation by starting with mental models.

Why Start With Mental Models?

Terri Tierney Clark, a graduate of Smith College and Dartmouth College's Tuck School of Business, is the #1 best-selling author of Learn, Work, Lead: Things Your Mentor Won’t Tell You. She was among the first female managing directors in investment banking on Wall Street and was elected to Merrill Lynch’s first women's steering committee. Terri has presented to corporations and colleges on a variety of professional topics and has been published on F orbes, Business Insider, Newsweek, Huffington Post, The Muse, Wall Street Oasis, Resume Edge, and several college career websites. You can find Terri at TTierneyClark.com and @TheNewCareerist.

Terri Tierney Clark

(Alexandria, VA), March 2, 2018 – The Association for Talent Development (ATD) announces that Rose Velez-Smith, Global Vice President, Human Resources, Business Groups and Workforce Services at Pitney Bowes, has joined its board of directors. She is serving a three-year term, 2018-2020.In her role at Pitney Bowes, Rose partners with the businesses to lead the development of the human capital strategies necessary to successfully execute on business objectives. She works closely with senior management to develop and implement strategic workforce solutions in the areas of employee relations, engagement and development, recruiting, talent acquisition, mergers and acquisitions, and legal and regulatory compliance.Most recently, Rose spent more than three years leading the Global Integrated Talent Management function, where she was responsible for developing and directing talent strategies globally for the organization, including talent acquisition, learning and development, talent enablement, talent analytics, and diversity and inclusion.Rose is active in her community having served on the board of directors for the Child Care Learning Center in Stamford, CT and as chairman of the Fairchester Board of the Networking for Teaching Entrepreneurship. She is also a member of Prospanica and has served on their corporate advisory board.Rose has been honored by the Hispanic Association of Corporate Responsibility “HACR” as a Young Hispanic Corporate Achiever and she received the Greenwich YWCA’s BRAVA award, which recognizes outstanding women achievers who have excelled in their professional careers and who also volunteer their time and talent to help others.She has a bachelor’s degree in liberal arts and master’s degree in human resources development and counseling from the University of Bridgeport, Connecticut.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. 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.

Pitney Bowes’ Rose Velez-Smith Joins the Association for Talent Development Board of Directors

(Alexandria, VA), March 2, 2018 – The Association for Talent Development (ATD) announces that Michael Nehoray, VP Global Talent Development for Mattel, Inc. has joined its board of directors. He is serving a three-year term, 2018-2020.The scope of Michael’s role at Mattel includes learning and development, talent management, employee engagement, and culture across the 60+ countries Mattel operates in globally. He has led the development and launch of corporate universities, built talent management practices, and more recently, led cultural transformations during his time at Mattel. His background as a learning and development leader spans across a broad range of industries, including technology and healthcare where he led learning and organization development for several divisions at Intuit and Health Net.Michael holds a Ph.D. and master’s degree in industrial/organizational psychology from the Marshall Goldsmith School of Management at the California School of Professional Psychology, and a bachelor’s degree in psychology from UCLA.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. 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.

Mattel’s Michael Nehoray Joins the Association for Talent Development Board of Directors

Deborah Rinner is vice president and chief learning officer for Tero International and co-author of Your Invisible Toolbox: The Technological Ups and Interpersonal Downs of The Millennial Generation. Deborah joined the Tero Team in 2002 and brought expertise on business etiquette and cultural communication issues that arise daily in business situations pertinent to presenting a positive image in our changing times. In addition to a master's degree in effective teaching from Drake University, Deborah is certified as a Corporate Etiquette and International Protocol consultant from the Protocol School of Washington, D.C. Deborah's role at Tero has evolved to include serving as a lead trainer in presentation skills, negotiation skills, leadership development, corporate etiquette, cross cultural communication, and executive presence as well as customizing curriculums for clients from various industry groups. Deborah also serves as an executive coach to many of Tero's clients, and is an experienced keynoter. Since 2005, Deborah has advised Tero as an interculturalist, focusing on developing curriculum and programming on cross cultural competence and communication in a corporate environment. Deborah is certified as an administrator of the Intercultural Developmental Inventory (IDI), a statistically reliable and valid assessment of cultural worldview and intercultural competence and has completed coursework around intercultural communication, training design in intercultural communication, managing intercultural virtual teams, facilitating developmental solutions in intercultural communication, cross cultural training in international organizations, coaching global executives, emotional intelligence and diversity. As a keynote speaker for Tero, Deborah has addressed audiences in corporate cross cultural communication and organizational applications of business etiquette and protocol as well as change management, leadership development, and negotiation skills. Deborah has spoken to a wide variety of audiences for Tero, such as the Management School for Tech de Monterey, PLRB, the National Association of Legal Professionals, Union Pacific, Principal Financial Group, OPPD, and Nationwide Insurance. Deborah has been an educator, a trainer, and a consultant in the public and private sector for more than 30 years. She is a frequent contributor to news columns and radio broadcasts and is a member of the Association for Talent Development, Rotary International, American Women in Communication, a Protocol and Diplomacy Officers International, and the Society for Intercultural Training Education and Research.

Deborah Rinner

The next generation of high-potential leaders has different behaviors and expectations than those of previous generations. High on the list of expectations are trust, passion, and inspiring purpose. It’s no surprise that their learning styles are technology-driven, and the preferred leadership style is that of a partnership. This type of partnership will demand consistent and frequent feedback. The main delight of this generation is making a difference.Personally, I have found the characteristics of the Millennial generation and Generation Z to be refreshing. When compared to the workaholic work habits of the Baby Boomers and the now and up-and-coming workaholics of Generation X, the new and upcoming generation values meaningful work, relationships, autonomy, and mastery.How are companies addressing the leadership needs of this generation? Companies such as Whole Foods, The Container Store, Medtronics and Tom’s Shoes to name a few are embracing the organizational behavior movement, conscious capitalism, and its four pillars:Higher Purpose – focusing on a deeper purpose than profit.Conscious Culture – values that foster care and principles and practice that build trust among team members and stakeholders.Conscious Leadership – focusing on transformation through servant leadership and serving the purpose of the organization.Stakeholder Orientation – recognizing the whole business ecosystem and engaging employees, customers, suppliers, funders and supportive communities for sustainability and resilience.One might argue that conscious capitalism works great in the public sector; however, the government sector is faced with different challenges, such as:building a workforce with a faltering “B-team”lack of transparencycontracting outdeferred maintenance.Although budget cuts, some form of mediocrity, and lack of control will most likely always be a part of the government culture, those factors do not need to become excuses for unconscious leadership. For government managers and employees, each will need to ask the question, “How conscious is my own leadership and how conscious is the team?”Leaders will need to engage their internal “action log” interpreting their surroundings and reacting when issues of power and timing are at stake. There are eight transformations of leadership in relation to conscious capitalism: opportunist, diplomat, expert, achiever, redefining, transforming, alchemical, and ironic. Learning how to move through these leadership styles is crucial for working towards conscious leadership in a more controlled work environment.Conscious capitalism advocates a way of being that requires a long-term process of well-being and serving a larger community. To that end, authentic leadership will play a critical role in implementing a conscious capitalism culture that attracts and retains high-potential leaders.Additionally, acting from a place of purpose and passion can prevent us from becoming victims of our ego. Open communication and the ability to establish enduring relationships with the support of mentors and coaches will provide a culture of accessibility. Likewise, self-discipline and staying grounded with personal and professional advancement will help present opportunities for mastery.Bottom line: Intentionality and clear navigation will be the leadership qualities that influence the development of this next generation of workers. Extraordinary organizational cultures and remarkable employee and client experiences just don’t happen. Being open to leadership transformation will be the key to attracting and retaining the high potential leaders of this next generation.For more insight, join me for my session, “Next Generation Leadership Development: Learning for Every Phase,” at Government Workforce: Learning Innovations. I will discuss what you should be doing to develop the next generation of leaders, as well as overall government trends and how individual agencies are meeting the training challenges of next-generation leadership development.

Addressing New Generation Leadership Needs with Conscious Capitalism

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

It’s stressful to be a sales manager. You’re juggling more things than ever: recruiting and onboarding reps, coaching and developing them, collaborating with marketing, preparing reports, and more.With all that, it isn’t surprising that sales managers are turning to AI for help. In fact, 100 percent of sales leaders now use generative AI to drive performance and growth, according to Allego’s 2025 AI in Revenue Enablement Report. And 63 percent of those leaders say AI has improved coaching quality. AI can help in many ways, including making coaching more targeted and scalable. AI-powered dialog simulators provide real-world role-play exercises, and conversation intelligence analyzes sales calls, identifying skills gaps and training needs.But the fact is, and Allego’s soon-to-be-released neuroscience research proves this, AI alone is not sufficient for training and coaching. Human insight remains critical for engagement and behavior change.That means you must take an integrated approach, blending AI with human expertise and guidance.Why AI Is Transforming Sales CoachingOver the past year, AI’s capabilities have grown exponentially. More sales teams have tapped that power and are seeing clear benefits. The 2025 AI in Revenue Enablement Report shows big wins:Improved coaching quality (63 percent)Faster onboarding (44 percent)Improved sales confidence (20 percent)Allego’s neuroscience research backs this up: Sellers who received AI coaching remembered 50 percent more than those who received coaching from a human.Human Coaching Still Wins in Several AreasThat same neuroscience research, however, also shows where human coaching stands apart. Sellers anticipating human feedback felt more motivated, relaxed, and emotionally aligned during training. Those emotional states matter because they strengthen trust between coach and seller, making reps more likely to act on feedback.Human coaches can also pick up on subtleties AI might miss, such as tone of voice, body language, and hesitation. They can also adapt in real time to a rep’s emotional state, learning style, or deal nuances.This agility is particularly important when:A seller needs encouragement after a lost deal.Complex, relationship-driven strategies are required.A rep’s performance issues are tied to confidence or mindset.In those moments, empathy, encouragement, and tailored guidance can make the difference between short-term improvement and lasting behavior change.The takeaway from both sets of research is clear: AI and human coaching aren’t in competition. They’re complementary. 5 Best Practices for Blending AI and Human CoachingTo get the best of both worlds, design your coaching program so it integrates AI’s efficiency with the human touch. 1. Let AI handle the heavy lifting on data and analysis. Use AI to review call recordings, identify skills gaps, and surface performance patterns. This frees you to focus on coaching conversations.2. Use AI for structured, consistent feedback. AI can provide standardized, repeatable feedback that reinforces key selling skills. Follow it up with human-led discussions to add context and address nuances.3. Apply human coaching to motivate, build trust. Save one-on-one time for moments that matter most, such as helping a rep bounce back after a loss. That’s when empathy and encouragement make the biggest difference.4. Personalize learning with a hybrid approach. Combine AI’s personalized recommendations with your understanding of each rep’s strengths, challenges, and learning style. That’s how you make feedback stick.5. Alternate between solo and observed practice. Give reps space to practice with AI-driven role-play, then schedule live coaching sessions to deepen learning.Bringing It All TogetherAI can make coaching faster and more consistent, while human coaches bring the empathy and adaptability that inspire lasting change. When you combine the two, you get the best of both worlds: scalable feedback and genuine connection.

Search results for 'Teri Sterling'

Categories

Refine By