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Alex Dorr is a former professional basketball player for the Derby Trailblazers in Derby, England, and holds a master of science in international business, and a bachelor of science in business administration. His journey with the reality-based philosophy began with his internship with Reality-Based Leadership, when he was introduced to Cy Wakeman’s message and witnessed the incredible results her clients were experiencing. Over the next several years, Alex became a practitioner, living by the philosophy and determined to put its principles to the test. Whether it was international sales, event management, or even professional basketball, the philosophy’s core principles of ditching the drama and turning excuses into results continued to catapult him into career opportunities he could have never expected. As a young leader in the workplace, he noticed some common patterns that continued to emerge. It did not matter which side of the Atlantic Ocean Alex was on or what industry he was working in; there was one constant keeping people from achieving the results and happiness they longed for—drama. Inspired by how well the reality-based techniques allowed him to step into the power he already had as an employee while, at the same time, defusing drama and calling those he led to greatness, Alex began speaking and training. Today, he is a full-time member of Cy Wakeman’s team and a certified facilitator handpicked by Cy to deliver the reality-based message, collaborating with organizations to change their mindsets and succeed in spite of the challenging circumstances they face.

Alex Dorr

How cultivating accountability and ditching the drama can recommission two hours of waste per person in your healthcare organization.

Accountability Is Not a Dirty Word

The best way to eliminate emotional waste is through implementing great processes and engaging great people. Leadership based on reality provides leaders with the competencies necessary to change the mindsets of their teams, teach great mental processes that eliminate emotional waste, and ensure top engagement and accountability. The philosophy isn’t just about raising morale but about turning talent into productivity. This approach truly captures the value that leaders can bring to the organization and ensures that value is visible throughout the organization.
In this webcast, become fluent in proven techniques and strategies to:

Conserve team energy and direct leadership resources to people and issues with the highest possible return on investment.
Reduce stress and conflict in your own life and the lives of your teams.
Enhance engagement and accountability of human resources.
Avoid the most common things leaders do to create barriers to their own change efforts.
Understand the new employee value equation—the way in which employees truly add value in the workplace.
Understand and be able to use a new metric for assessing talent based upon the value employees add to the organization as a whole.
Enhance leaders’ ability to hire, coach, and reward those who can truly support the mission of the business.
Understand the key elements of development and coaching along with many strategies for fast tracking the development of future and diverse leaders.
Build a performance expectation of thrivability for each employee.
Gain fluency in strategies to rally teams to align willingly to organizational goals.


Redesigning Healthcare: Turning Excuses Into Results

Knowing when to say yes or no to a job offer is important for every professional, whether you’re in talent development or another field. Whenever a decision affects your well-being, financial security, or even who you know and where you live, you have a lot on the line. It’s your responsibility to handle job offers with care and make a choice that will put you in the best situation. Here are a few tips from ATD Research reports and other reputable sources to help:Benchmark Your ExpectationsIt’s easier to evaluate a job offer when you know how the market values your skills. Benchmarking data, like those found in What Does Talent Development Pay?, ATD’s 2015 compensation and benefits report, can help you gauge this value more accurately with statistics that allow comparison with your peers. Among other things, the report examines factors that influence a talent development professional’s likelihood of making more than $70,000 a year, such as:• holding a title of manager or above• having at least five years of experience• having a master’s degree or higher• specializing in a skill other than training delivery• living in the Northeastern or Western United States.The report also covers what factors increase the likelihood of making more than $120,000 a year, base salary distribution for the industry, information on who works in talent development, and benchmarks for raises and benefits. All of these statistics can help you in the next stage of the evaluation process.Don’t Skip the Negotiation When it comes to salary negotiations, job seekers find themselves subject to a confluence of pressures; everyone wants a fair return on their value, but asking for too much can price you out of a position.For people seeking their first job out of school or in a new field, fear of overpricing often leads to a critical mistake: not negotiating. Three-quarters of employers have room to increase their initial salary offers, but only 38 percent of recent graduates ask them to, according to a 2015 study conducted by NerdWallet and Looksharp. That means job candidates are leaving a lot of money on the table. Failure to negotiate can cost the average person upwards of a million dollars in lifetime earnings, according to Business Insider. Forbes says having the gall to ask for what you deserve can earn your boss’s respect too, which only opens doors. Even if your potential employer can’t move on compensation, doing yourself the service of asking never hurts. The worst thing a reasonable employer can do is say no.Consider the Whole Package, Not Just SalaryIn a world where most full-time positions come with paid time off, healthcare coverage, retirement plans, and other benefits, evaluating jobs salary to salary doesn’t mean evaluating them apples to apples. These factors and others, like workplace fit and alignment with career goals, all influence whether or not a job offer is the best fit for you. For what it’s worth, most talent development professionals do receive robust benefits packages. According to ATD’s 2015 salary report, 88 percent received access to medical coverage, more than 90 percent had access to dental and vision insurance, and more than 80 percent had access to long-term and short-term disability. The report also found that more than 90 percent of talent development professionals received access to a 401(k) or similar retirement plan, and that 75 percent received 15 or more paid days off per year. A few other common benefits include life insurance (85 percent), tuition reimbursement (74 percent), and the ability to work from home (63 percent).

You Got the Job Offer, So Now What?

In the previous blog, “Same Ingredients, Different Recipe: Innovating on Performance Goals, Feedback, and Ratings,” we discussed practical ways to evolve goal setting, feedback, and performance ratings for the new work environment. Now, let’s break down the critical factors needed to drive real and lasting behavior change in the organization.__ Effective performance management provides meaningful, real-time feedback and ensures employees have clear expectations, can solve problems, and are coached to achieve their maximum performance levels. However, the promise of performance management can only be realized through three key types of organizational change and learning. First, it is ongoing day-to-day behaviors that lead to performance and engagement, not the formal performance management system steps and process. Second, although managers play a critical role, day-to-day performance involves more than just managers, effective performance management behavior needs to be extended to all colleagues in one’s work network. And third, four behaviors—Inspire, Adapt, Align, and Grow—are the foundation for high performance. Inspire involves linking work to the organization’s mission and its success.Adapt has employees set short-term goals and expectations that flex with changing situations.Align means employees provide and receive regular, informal feedback that praises and course corrects in real timeGrow involves development as part of daily work, leveraging work experiences and others’ expertise Experiential Learning Content Model To embed these types of complex behavior change, organizations find that experiential, on-the-job learning proves far more effective than classroom learning—three times as much, in fact, according to CEB data. What’s more, 70 percent of what employees learn comes from experience, yet 73 percent of the average company’s L&D investment is targeted at formal training. In defense of current practices, on-the-job learning is hard and few organizations know how to approach learning through experience. At the same time, managers and employees often lack the time and expertise needed to gain value from in-work learning. The first solution to the challenge is structure: The employee should articulate what she wants to learn, how it will help the business, and how it will help her career. After laying out the structure, the next step is deliberate, iterative practice. When learners apply new concepts to real work, they discover how they play out across different people and situations, and can adjust their application accordingly. This provides contextualization, personalization, and varied learning experiences essential for deep learning. Along the way, employees should seek feedback from others (managers, peers, direct reports, and so forth) and practice self-reflection, all in an effort to ensure the learning structure is sound and the practice they’re doing is advancing their performance. Good reflection questions include: “What did I learn from this experience?”“How will I apply that to future performance?”“Am I seeing cues of successful learning?”This model—Practice, Feedback, Reflect—is practical, scalable, and hard-wires new performance management behaviors in a way that discrete training events can’t.Bottom line: To succeed in today’s dynamic, complex work environment, it’s critical that companies stop reinventing and overinvesting in formal systems and instead consider how performance management fits into the larger talent management landscape. By treating performance management reform as a change effort, HR teams can best support learning and performance across the organization.We invite you to learn more about high-performance cultures at cebglobal.com.

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