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Tim has run numerous organizations and teams and has more than 20 years of experience building talent, managing staff, and leading their HR and training initiatives. In his current role, he leads the marketing team at OpenSesame, enabling and executing programs in coordination with the chief marketing officer while working with the leading training and development content publishers in the industry.

Tim Greve

The worldwide talent development community is diverse. Our members bring a wealth of experience and insight to their work. We're spotlighting their stories.Viacheslav Yurchenkov has been a member of ATD since 2016 from Russia. Here's his story in his own words.Tell us a little bit about yourself.I am head of the Centre for Advanced Learning Technologies at Sberbank Corporate University in Russia. My team and I research the best instructional strategies and technologies to implement in our in-class, distance, and blended-learning programs. We host monthly EduTech seminars for L&D professionals, universities, business schools, and training providers to share the best practices in the field. Based on these events, we develop the monthly EduTech magazine with the tips, cases, and additional research content on the specific educational technology. I am also responsible for developing the EduTech digests with the latest trends, news, startups, and events. Additionally, my department consults our program development staff about methodology and instructional technology-related questions regarding how to create the best learning experiences. Prior to working at Sberbank Corporate University, I completed my master’s degree in learning, media, and technology at the University of Massachusetts Amherst and also worked as an instructional design intern at Volvo Group in Greensboro, North Carolina.What are your professional goals?My main goal is to develop, for all interested, the educational technologies and instructional design content, research evidence, and tips that will help to provide the best learning experience for their audience and to show return on investment—how learning and development add value to the business.What challenges have you overcome in your career?The biggest challenge was to develop the fire-prevention e-learning program for more than 100,000 Sberbank managers. I was under pressure because I had to deal with SMEs who wanted everything to be included in the program. Additionally, I felt a high responsibility for writing clear instructions as they may have saved thousands of lives. This project helped me understand how to deal with project stakeholders, external providers, and the e-learning program audience.What’s the most valuable thing you’ve gained or experienced during your membership with ATD?I am taking advantage of the many ATD resources with membership. TD magazine helps me find cool tools and instructional design strategies that I can share with my colleagues at Sberbank Corporate University. ATD Research helps me prove why learning technologies improve employees’ knowledge retention. Additionally, the Ask a Trainer section helps me to understand opinions on solving training development challenges.Could you share any professional tips, specific to talent development, that you have picked up along the way?My greatest tip is to continue constantly exploring and learning new information. We have a lot of resources available. They might be helpful when working on your latest project. For example, I learned a lot from Tim Slade’s about how to use animation, design storyboards, and prototypes from Tim Slade’s webcasts. Additionally, talk to people because they have different opinions. You develop learning for people, not yourself, so their advice might help you to create something relevant for them.What’s a common misconception you see when it comes to talent development?A misconception is that educational programs can solve every issue. It is certainly not true. We first need to diagnose a performance issue to find a problem then provide an appropriate instructional strategy and format. However, it may be something more serious that training won’t fix and may need leadership’s attention. We cannot, nor should we, develop training just because “it is your job to fix problems.”Do you have any advice for people looking to further their careers?Search for projects that require you to share the best practices and building TD knowledge, skills, and confidence in what you are doing.What is your personal definition of talent development?For me, talent development is about helping people to gain relevant knowledge and use it right away. When they can demonstrate what they have learned, it is a signal you are doing your job correctly.How do you stay motivated?I love what I am doing. I focus on the audience and the project. I am happy when people recommend our EduTech project (seminars, workshops, issues) to their colleagues and friends.How do you find meaning in your work?The target audience feedback is key and my manager’s support keeps me motivated.Have your own story to tell? Share it with us.

"Constantly Exploring and Learning New Information"

Tim Ohai is the founder and president of Growth & Associates, a consulting group that focuses on solving sales and marketing problems. With well over a decade's worth of experience in developing sales team performance, he consistently helps Fortune 500 companies design and implement selling solutions internationally, build sales systems that increase revenue and customer loyalty, and create genuine coaching cultures. He is often asked to consult larger, more complex issues, especially around the topics of redesigning sales organizations and leading organizational change. As a researcher, author, and recognized thought leader in modern selling, Tim's expertise and enthusiasm have taken him to Latin America, Europe, Africa, Asia, and the Middle East as both consultant and keynote speaker. His most recent book, Sales Chaos: Using Agility Selling to Think and Sell Differently, is on sale now.

Tim Ohai

Every year, Gallup releases the State of the American Manager, its analysis of the current condition of managerial expertise. The latest results, released December 2017, contained several new conclusions, but the grim fact remains: Little has changed with the state of management in the United States. The sobering news:One-third (35 percent) of managers are engaged in their work.One in five managers (18 percent) has the “high talent” needed to succeed in their roles.Bad management costs the U.S. economy anywhere from $319 billion to $398 billion in lost productivity annually.We all know that bad managers wreak havoc on employee performance—either by not developing their teams and enabling accountability for results, or by simply creating an environment where employees don’t want to come to work. In fact, Gallup reports: “Managers account for at least 70 percent of the variance in employee engagement scores across business units. Gallup’s study of employee engagement found that just 30 percent of U.S. workers are engaged, demonstrating a clear link between poor managing and a nation of ‘checked out’ employees.”Yet, the most somber news in the Gallup analysis may not be that the state of management is in disarray. More worrisome is Gallup’s conclusion about the innate nature of good managers: Only a certain number of managers are born with the capacity to manage others and, as a result, companies should focus more heavily on selection of managers rather than the development of them.“If great managers seem scarce, it’s because the talent required to be one is rare. Talents are innate and are the building blocks of great performance,” the report states. “Gallup’s research reveals that about one in 10 people possess high talent to manage. Though many people are endowed with some of the necessary traits, few have the unique combination of talents needed to help a team achieve excellence in a way that significantly improves a company’s performance. These 10 percent, when put in manager roles, naturally engage team members and customers, retain top performers, and sustain a culture of high productivity.”It's an odd conclusion to make because it defies the fundamental understanding we have about human development and the ability for people to change in a positive, progressive way. What’s more, taking such a static view inherently limits many people by default into managers or nonmanagers, ignoring the capacity for people to develop their skills.So, are there some leaders who are just bad managers and can never be that great? Sure. But I would argue that a majority of individuals can be great—with the right tools, culture, and framework. That’s where ATD can set the right approach with its ACCEL model, a framework for the core skills managers need to be successful: accountability, collaboration, communication, engagement, and listening and assessing.ACCEL revolves around establishing a culture (from the CEO to every manager on down) where learning and improving is the focus. And rather than focusing only on an individual’s strengths, ACCEL encourages managers to develop in five core areas, which might be areas that they currently are not considered strong.Some might say this notion is folly, because having a talent for managing is simply innate. But ATD believes that everyone has the capacity to become better—where weaknesses can become strengths, with a focused effort on culture and learning as a priority.Think about it: If every executive focused their efforts on improvement of their team, wouldn’t they see improvement in performance? Wouldn’t their results also improve? Indeed, in the end, your business certainly isn’t static, so why should your view of people be?Learn more about our ACCEL model at www.td.org/accel, and make sure to check out our ATD/Yale Foundations of Management Excellence program, which is based on our ACCEL model.

The (Still) Sad State of the American Manager—and What We Can Do About It

Preston “Tim” Brown is a human capital management professional with experience as a federal employee, manager for a Fortune 500 company, and management consultant to the federal government. He was instrumental in developing and launching the Census Bureau’s project management certificate program. Celebrating its 20th anniversary in 2019, the program has trained more than 5,000 project managers to date. At URS Corporation, Mr. Brown managed staffing and talent development for a global business unit.As a federal consultant, he has supported human capital management initiatives at the Department of Housing and Urban Development, Department of Transportation, Pension Benefit Guaranty Corporation, Patent and Trademark Office, Centers for Disease Control and Prevention, and the National Institutes of Health.Mr. Brown’s areas of special interest include learning and development, workforce planning, succession planning and leadership development, individual development planning, and the manager’s role in development. He is a graduate of George Washington University’s Master’s program in Human Resource Development.Mr. Brown is currently a senior human capital consultant with Performance Excellence Partners LLC, supporting strategic human capital planning at the National Science Foundation in Alexandria, VA

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