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Alan Brache

Seven Prevailing Myths About Leadership

Alan De Back is an independent career counselor and learning consultant located in the metropolitan Washington, D.C., area. His experience includes more than 20 years in career counseling and learning- and training-related functions. In addition to his current independent role, Alan has served as director of global learning for an Internet consulting firm and manager of leadership development for a major aerospace corporation. His experience also includes roles as a career counselor, trainer, and program manager for a local Northern Virginia government, and assistant director of career services for a major Upstate New York university. Alan holds a bachelor’s degree in psychology and history from the State University of New York at Geneseo, a master’s degree in human resource development from Rochester Institute of Technology, and a graduate-level certificate in Industrial Labor Relations from Cornell University.

Alan De Back

CEO, Carroll Career Consultants, LLC Michelle M. Carroll is an expert career coach, as well as a speaker, facilitator, and trainer. She is the founder and CEO of Carroll Career Consultants, a career management company providing services to federal, corporate, and academic organizations. For the past three years, Michelle has been contracted with NASA Goddard Space Flight Center to lead their career coaching program. She has worked on additional contracts with the Government Accounting Office, Department of Health and Human Services, Department of Homeland Security, Federal Deposit Insurance Agency, and Department of Housing and Urban Development. In addition to employee coaching, Michelle has facilitated numerous workshops and supported midlevel leadership, emerging leader, and emerging professional programs. Michelle received a bachelor’s degree from the University of Maryland College Park and a master of arts in career development from John F. Kennedy University in California. She is committed to learning and holds many certifications, including Master Career Specialist, Certified Career Management Coach, Global Career Development Facilitator-Instructor, Online Professional Networking Strategist-LinkedIn, Micro-Blogging Career Strategist-Twitter, Certified Tough Transitions Career Coach, and Certified Brain Based Success Coach. Her most recent publication is the 2014 TD at Work issue “Marketing Your Career Brand,” co-authored with Alan DeBack. Contact Michelle at 443-396-3602, michelle@carrollcareers.com, or www.carrollcareers.com.

Michelle Carroll

Muhammad Faizan Awan is a senior HR manager with a diverse 14-year career in HR leadership, education, training, and business management. He is a Certified Professional in Talent Development (CPTD®), ATD Master Trainer, and a Certified Happiness Coach. Known for his dynamic and high-performing approach, Faizan excels in driving human resource, operational, academic, and management efficiency.As an HR leader, Faizan has worked across various sectors, including education and IT, collaborating with C-level executives, directors, managers, and high-potential employees. His experience spans the development and delivery of customized management and self-development programs, along with strategic HR initiatives that enhance organizational performance.Faizan has designed and delivered training on topics such as leadership development, recruitment, HR policies, performance and talent management, e-learning, edu-tech, and employee relations. He has successfully led sessions for diverse groups online and in-person, ranging from small teams to large organizations, ensuring effective and engaging learning experiences.Faizan holds a master’s of education from Murdoch University and a bachelor of business administration in human resources from SZABIST. His passion for people development and commitment to fostering positive work environments have made him a trusted advisor and coach.Faizan is dedicated to leveraging his extensive experience and certifications to deliver powerful training programs, drive organizational success, and promote a culture of continuous improvement.

Muhammad Faizan Awan

David W. Bracken is principal of DWBracken & Associates in Atlanta. He is also professor of graduate studies in the Industrial/Organizational Psychology program at Keiser University. His work focuses on implementing feedback and coaching systems, as well as strategic employee surveys, performance management systems, and competency models. Bracken is the senior editor and a contributor to The Handbook of MultiSource Feedback. He and his co-authors (Dale Rose and Allan Church) recently published “The Evolution and Devolution of 360° Feedback” in Industrial and Organizational Psychology.

David Bracken

Paul Trout helps leaders unravel complex business problems. Leaders often find themselves “stuck” when facing critical leadership, innovation, change management, marketing and/or sales issues. By leveraging cross-industry expertise in business strategy, internal politics, team dynamics, communication, research, facilitation, training and coaching, he brings an uncommonly wide range of problem-solving tools, talents and approaches to unravel clients’ complexity. He feels fortunate to have helped guide leadership through change in organizations as diverse as IBM, Harley-Davidson, Merck Group – EMD Chemicals, Alcan Packaging, the City of Green Bay, Alvarez & Marsal, Wisconsin Women in Government, Hu-Friedy, Foley & Lardner and many others. Early in his consulting career, he was selected to appear in IBM’s worldwide advertising campaign, “Who Do You Need?” in recognition of my work as a leading IBM Business Consultant. It was quite something to open the Wall Street Journal, the Economist, Fast Company and 12 other major business publications and see his name and face! More recently, his previous company, Shift Worldwide, was named a finalist in both the 2010 Chicago Innovation Awards and Innovate Illinois Competition. As you might have guessed, he enjoy writing. From 2005-2008, he was a syndicated columnist on the topic of sales and “building buy-in”; my columns appeared in nearly 50 association and trade magazines, bringing total weekly readership to over 300,000 people. He as also written articles on the topic of organizational change for the publications of ASTD (American Society of Training & Development), ALA (Association of Legal Administrators) and Human Resources IQ, among others. He ispassionate about giving back and was the past chairman of both the Professional Development and Entrepreneurship Committees for the Kelley School of Business at Indiana University. He also regularly volunteers with Howard Brown Health Center, a community‐based health services clinic. He received a Masters in Business Administration from the Kelley School of Business at Indiana University in Marketing and Information Systems in 1999 and also received a Bachelor of Arts from The University of California at San Diego in Urban Studies and Planning in 1991. He is one of the brave souls who has moved from Southern California, where he was raised, to Chicago, Illinois. He gets his “water fix” every day by living right on the shores of Lake Michigan in the Rogers Park neighborhood. Though he misses West Coast sunsets, he has come to love Midwest sunrises even more.

Paul Trout

In today’s dynamic work environment, 90 percent of organizations express concern over employee retention, with providing learning opportunities being the top retention strategy (LinkedIn Workplace Learning Report 2024). But what are the most effective strategies for retention, particularly around learning?As Dr. LaShonda Bracey aptly points out, “The rapid pace of change in technology and job requirements poses a challenge for government organizations to keep their training programs relevant and up to date” (The Current State of Training and Development in the Federal Government Workspace). Technology is a critical component in ensuring that learning is flexible and accessible. With the right tools, government agencies can offer diverse courses that accommodate various pedagogies and fit seamlessly into the lives of their employees and contractors. It’s crucial not to overlook accessibility; while compliance is the minimum standard, providing options that cater to different learning styles significantly strengthens retention.What Hasn’t WorkedBefore we explore how to enhance learning opportunities and meet employee expectations, let’s examine common pitfalls. Reskilling has been a buzzword, yet few organizations have effectively implemented it. According to the LinkedIn Workplace Learning Report 2024, fewer than 5 percent of companies that invested in reskilling have reached a stage where they can measure success. Why the shortfall? A one-size-fits-all approach and a checkbox mentality have led to missed opportunities. Instead of nurturing career tracks, many efforts have been superficial.What Employees WantDid you know that “4 in 5 people want to learn more about how to use AI in their profession” (LinkedIn Workplace Learning Report 2024)? This growing demand reflects a broader trend where employees seek to stay ahead of the technological curve. Whether it’s mastering machine learning algorithms, understanding the ethical implications of AI, or simply becoming proficient in AI-driven tools, the appetite for AI skills is vast. For instance, in government settings, understanding AI can help employees improve data analysis, enhance decision-making processes, and streamline administrative tasks. By offering targeted training in these areas, agencies not only fulfill the desires of their workforce but also improve their operational efficiency.The desire for career development also extends beyond AI. Employees are increasingly interested in skills that can lead to meaningful career progression. This includes not just technical skills but also soft skills like leadership, communication, and critical thinking. Organizations that offer comprehensive development programs, including mentorship and real-world project opportunities, are better positioned to retain their talent. The LinkedIn report underscores that employees are motivated by visible pathways to career advancement, making it imperative for L&D teams to incorporate these elements into their training strategies.How Learning and Development Teams Are RespondingAs government agencies prioritize retention in the coming fiscal year, their L&D teams must stay ahead of industry trends. For instance, 47 percent of L&D teams plan to implement microlearning programs in 2024 (LinkedIn Workplace Learning Report 2024). Digital solutions, such as learning management systems (LMS), facilitate the adoption and deployment of microlearning, catering to the need for diverse learning methods. As Dr. Bracey notes, “While challenges persist, the ongoing efforts to enhance training programs, leverage technology-enabled learning solutions, and promote a culture of continuous learning bode well for the future of training and development in the federal government workspace.”ConclusionChange is challenging, especially within government education and training programs. However, “by embracing innovation, diversity, and investing in the growth of its employees, the federal government is well-positioned to navigate the complexities of the modern world and deliver value to the citizens it serves” (Dr. LaShonda Bracey, The Current State of Training and Development in the Federal Government Workspace). To learn more about how Blackboard by Anthology empowers government agencies and the US military to modernize their education and training programs, visit our website.

The Future of Government Training Programs: Embracing Technology and Tailored Learning

Adaptability is a critical skill for leadership capability, career potential, and working relationships. Therefore, it is vital for talent development (TD) professionals who face countless situations that test their ability to adapt—from reacting to unplanned modifications in the training they design, to implementing new learning technologies, to adjusting to their organization’s shifting needs. In Adaptability in Talent Development, TD expert Esther Jackson takes you through a process of raising your self-awareness and developing an adaptive mindset.What prompted you to write about adaptability?I was always captivated by behavior profiles and emotional intelligence. I heard a speaker talk about great leaders being high in the Qs. This speaker proceeded to talk about emotional quotient (EQ), but he also discussed a new one for me—adaptability quotient (AQ). EQ I knew, but what was AQ about? I just had to find out, so my research into adaptability began there, which was several years before the book was published.The Qs, or quotients, are the actual measures from the tests for one’s emotional, adaptability, or other intelligences. I was intrigued because it was used in reference to one’s leadership capability. In my research, I saw that there was an abundance of content on EQ and emotional intelligence but little on AQ and adaptability intelligence. The more I learned about adaptability and AQ, the more I wondered why additional attention was not given to it for leaders and talent development professionals. I wanted to address this gap in the field of talent development. This topic seemed like unchartered territory that was ready and waiting for me.What is adaptability?Whether you are dealing with sudden changes in client needs with remodeled products or responding to COVID changes with training for remote work, it requires adaptability. It is a way of applying skills that allow you to understand the problem(s) because of a change. Research the problem, demonstrate curiosity about what is possible, apply collaboration to solve it, and take risks when needed.Where does adaptability show up?Adaptability shows up everywhere. If you are looking for it, you will find it, and the search isn’t hard. The need for adaptability is more prevalent than ever. Maybe you are in a team meeting and an unforeseen problem arises. You have an idea. Do you share it? Do you discuss it with colleagues or a few other business areas to vet it out and see if it would work? Do you conduct research on your idea, if applicable? Do you seek out an opportunity to take a risk with it? Do you consider writing an article on it? These are actual questions I asked myself as I considered the adaptable moments I was allowing to slip away.Why do talent development professionals need adaptability?The pace of today’s changes continues to accelerate. Adaptability is the key factor that helps TD professionals expect, recognize, and process changes. Although we can’t plan for what the unexpected will be, there are proactive steps we can take. Response to change with adaptability includes demonstrating resilience and seizing opportunities as they arise. These are areas to target for development in others, but we must apply and demonstrate them ourselves first. The game changer is called “adaptability.”I often receive questions about adaptability in relation to change management, so I wanted to make sure I included the distinction in the book. You can’t say that one is proactive and the other is reactive. A reaction to unplanned conditions might be to implement a change to adapt, which may require change management.We are seeing more and more organizations recognizing the need to respond to external changes in the community and internal changes that prompt them to adapt to new policies such as DEI and working from home. Adaptability is integral to maintaining a competitive advantage. For example, let’s say your organization deems it necessary to adapt with advanced technology. Many organizations are doing digital transformation for this reason. It is still a form of adaptability. When it comes to adapting, it is not only applicable to the executive team or leaders alone. Leaders can cultivate a culture of adaptability. However, everyone has a role in adaptability. Every individual can influence others in being flexible, open, and resilient. When it’s done well, this can promote a thriving organization.What is so important about this topic now and for the future?Until the end of time, things will continue to change. What does that mean for us? We will always have a need and the opportunity to adapt. Research shows that individuals with a high AQ experience greater success professionally. They also have more success in relationship building. Talent development professionals with a high AQ survive professionally and their organizations prepare for change despite the uncertainty that comes with it. There is a growing need for TD professionals who can assist in training and developing a workforce that can adjust quickly, demonstrate flexibility, and thrive with constant change. Innovation and creativity in designing learning materials to target those needs are also in high demand. Adaptability skills will always be crucial to success in one’s profession and career regardless of any new name or label we may give it in the future. It is not enough to know what it is. You should be working to stay ahead—Adaptability in Talent Development is how you do that.What are key connections to adaptability that are often overlooked?A few key connections to adaptability we can often overlook are interpersonal communication, DEI (diversity, equity, and inclusion), and emotional intelligence. The common denominator among these areas is the involvement of people. From my experiences, I have observed individuals who are open to diverse cultures are better able to demonstrate openness, positive thinking, and creativity. I have seen how individuals who champion equity and inclusivity develop greater levels of empathy which are evident in the way they engage with others along with the level of engagement they receive in return.In the midst of demonstrating adaptability, you depend on others to understand change situations, adjust to new teams with diverse people, involve them in problem solving, address diverse needs, manage relationships, and manage yourself in the midst of unplanned change.What was the most surprising thing you discovered while writing your book?One intriguing discovery was how rewarding it can be for ourselves and those around us when we are intentional about our adaptability climb. We tap into a greater aspect of ourselves when we can overcome our discomfort with uncertainty.**How can those who are not talent development professionals benefit from reading the book?**I focused on talent development professionals as I wrote this book, but the content and the tools have much to offer for anyone aspiring to unleash their maximum potential. There is a model, a development plan, and a career checklist that can be applied by anyone regardless of industry and role in the organization’s hierarchy.The need for adaptability is not limited to our professional lives. We face countless situations requiring us to adapt. You are forced to relocate for a job. Your child leaves home for college. You must adapt, and you also find ways to help your child adapt and adjust to some changes they did not expect. An immediate family member develops an illness, and you have to adjust to new conditions in your home. These are only a few examples of the personal call for us to adapt time and time again. The value is in recognizing that when you harness the skills you will gain from applying what’s in the book, you can experience the positive impact personally with the situations that can arise unexpectedly.What is an example of a takeaway that readers can use immediately?When it comes to takeaways, Adaptability in Talent Development is full of them from cover to cover. One I think that stands out is the A-D-A-P-T model:Assess (A) your current state of adaptability or know how you measure up.Determine (D) the desired state of adaptability for yourself.Analyze (A) the resources you have or can obtain to address the gap between your current and desired states.Prepare (P) for achievement with your adaptability goals.Take action (T) with the execution of your plan.Developed from my experiences with clients and through my training, this model applies a step-by-step process for planning development leading to a high AQ. It is an immediate takeaway that readers can implement to build their own adaptability and the adaptability of others through training that targets that skill.What is something that readers can get from the book which they will not gain from a webinar or course?If you think that a webinar or course will give you everything this book does, then you are mistaken, and you just might miss the adaptable you who is waiting to be unleashed. This book provides the level of detail and context that are not captured in a course or webinar. Unlike books, courses and webinars are designed to give you minimal pieces of information. This book takes you on a journey and sets you on a path for immediate application while giving you the ability to pace yourself. Each chapter prompts you with targeted questions and actionable items. A course or webinar is one and done while this book gives you pause points allowing for you to apply what you read then return for more when ready.About the AuthorEsther Jackson is a project manager, college instructor, instructional designer, and trainer. She focuses on the evolving learning needs and expectations of today’s multigenerational workforce. Esther has a proven track record of equipping people with the skills and knowledge to face challenges amid constant change by addressing the employee experience, workforce engagement, performance, and professional development. Esther acquired more than 20 years of combined experience in HR leadership, project management, talent development, and diversity and inclusion.Esther serves as a national advisor for chapters with the Association for Talent Development (ATD) and has held various roles with the ATD Detroit Chapter, including president. Esther has a bachelor’s and master’s degree in education from Wayne State University and a doctoral degree in higher education and adult learning from Walden University. She also holds an AQ Foundations Certification from AQai.About ATD and ATD PressThe Association for Talent Development (ATD) is the world’s largest association dedicated to those who develop talent in organizations. ATD’s members come from more than 120 countries and work in public and private organizations in every industry sector. ATD Press publications are written by industry thought leaders and offer anyone who works with adult learners the best practices, academic theory, and guidance necessary to move the profession forward. For more information, visit td.org/books.Adaptability in Talent DevelopmentISBN: 9781952157516| 160 Pages | Paperbackhttps://www.td.org/product/book-adaptability-in-talent-development/112110To order books from ATD Press, call 800.628.2783.To schedule an interview with Esther Jackson, please contact Kay Hechler, ATD Press senior marketing manager, at khechler@td.org or 703.683.8178.

Adaptability in Talent Development: Q&A With Esther L. Jackson

Anthem’s eligible 55,000 full-time and part-time associates have a new employee perk: no-cost college degrees. Specifically, any Anthem employee who works 20 hours or more per week and has been employed with the company for at least six months can pursue an Associate’s or Bachelor’s degree through a new national partnership with College for America (CfA) at Southern New Hampshire University. Anthem’s tuition reimbursement plan will cover the full price of the online degrees.Tuition reimbursement is a growing benefit among many companies, and health insurer Anthem Inc. is just the latest big employer to offer its workers a no-cost college education.  “Anthem is committed to offering its associates a robust benefits package that goes beyond salary and health benefits,” says Jose Tomas, chief human resources officer at Anthem, Inc., in a written statement. Gene Rodriguez, an Anthem spokeswoman, explains to Bloomberg Business how Anthem began the pilot program with College for America in 2013. Since its launch, nine employees have earned Associate’s degrees. “Our partnership with College for America has proven successful for our associates who participated in the pilot program in New Hampshire and we want to build on that success by providing opportunities for education, development, and career advancement to all our associates,” notes Thomas. College for America partners with employers to offer a competency-based, online curriculum that is engineered to align with business needs. For instance, the school offers Associate’s degrees in general studies, with focuses on business or healthcare, and Bachelor’s degrees in communications and healthcare management. More importantly, the program helps associates fit a fully-accredited college degree into the busy lives of working adults. For example, students are encouraged to progress through their education by completing projects at their own pace. “This is a tremendous win-win for Anthem and its associates.  As an employer, Anthem is building talent and the skills needed for promotion in its workforce while associates earn an accredited degree that will help them get ahead in their life and career without taking on debt,” said Paul LeBlanc, president of Southern New Hampshire University.  “SNHU’s partnership with Anthem will educate thousands of associates and is a model for aligning employer demand with the kind of competency-based, workforce-applicable higher education we have pioneered at College for America.” Join the free webcast Wednesday, June 10, Bridge the Skills Gap With Competency-Based Education, to learn how Anthem and CfA are working together to advance the careers and lives of working adults while developing a thriving workforce.

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