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Anne Utech, PhD, is a registered and licensed dietitian with 10 years’ VA experience in clinical nutrition, health promotion and disease prevention, and patient aligned care teams. She is currently the deputy national director for NFS in the VA central office. Contact her at Anne.Utech@va.gov, and visit www.nutrition.va.gov.

Anne Utech

Winter 2013 - The Public Manager

Leadership and Communication in the Field: From Policy to Practice

Anne Scott is a workplace learning and development professional with more than a decade of experience in instructional design, e-learning and classroom course development, facilitation, and training project management. She is currently the training program developer for Sodexo's award-winning Talent Acquisition Group, a remote-based team of 85 recruiting professionals dedicated to finding talented managers for Sodexo. Sodexo is the leading quality of daily life solutions company in the U.S., Canada, and Mexico. Anne works out of her home office in Oak Ridge, Tennessee, supporting the recruitment team in their professional development efforts, as well as developing training to assist hiring managers and candidates in navigating the hiring process. Anne keeps Sodexo's recruiters at the top of their industry through synchronous and asynchronous online learning tools, including collaborative tools and social networks. She hosts weekly team webinars for training and team-building, giving her a lot of opportunities to design and test new webinar activities. Anne is also an active facilitator and presenter, having presented both live and virtually to audiences from college students to senior executives. Anne is currently president of ASTD's Smoky Mountain Chapter, having previously served several years as the VP of technology. Anne has presented at ASTD and eLearning Guild conferences on best practices in using online technology (webinars and social networking) for learning and development. Anne holds a master's degree in educational technology leadership from The George Washington University, where she focused on leveraging technology in training and development. She invites you to connect with her on LinkedIn, Facebook, or Twitter. www.facebook.com/annemscott

Anne Scott

Different subjects and audiences require different approaches and options for interactive strategies, but there are some activities that work for most content and learners.

Dry, Boring, or Technical Content Can Still Be Engaging

Anne Altman is general manager of IBM’s federal business. A recipient of the prestigious Eagle Award, one of the highest honors issued to technology partners serving the federal market, she is responsible for the strategy, direction, development of solutions, and sales.

Anne Altman

Anne Lomperis specializes in language planning and language policy for the labor force in developing countries. She consults with four categories of clients to improve English capability for economic development and global competitiveness: international organizations, national government ministries, businesses of all sizes, and aid agencies. Anne spearheaded a nine-year initiative to develop best practices in workforce English with four co-authors and representative review teams from 45 countries. They published their findings in 2003, with a technology update in 2014. She founded the Language Training Forum of ASTD in 1995 (when there was a forum structure in place). She also works to establish workforce English teacher training programs through partnerships between local national universities and U.S. universities. Dual certification is a future goal. Anne was born and raised in South India through high school graduation. As an adult professional, she has worked in 19 countries with a wide range of industry sectors and clients. She redesigned the language training program of Peace Corps/Philippines (with 101 languages), conducted a national assessment of English in industry for Egypt, has recently completed a four-year project for the Kingdom of Saudi Arabia, and is now in negotiations for projects in Colombia and Myanmar. Learn more about Anne at www.linkedin.com/in/annelomperis.

Anne Lomperis

Anne Schwartz serves as the UPS vice president of global leadership development. At UPS, the world's largest package delivery company and a global leader in supply chain solutions, Ms. Schwartz is responsible for global training and leadership development, training strategy and governance, analysis and development of learning technologies, and talent and succession planning for the enterprise. She and her group support over 400,000 employees in more than 220 countries. During her 25-year career with UPS, she has held a variety of positions in the United States and Asia, which have provided her with the knowledge and insight to provide dynamic leadership development to a culturally diverse workforce. Ms. Schwartz is serving as the Treasurer for the ASTD Board of Directors.

Anne Schwartz

5 Ways Being a Trainer Can Boost Your Career in Any Industry

Caffeinated Learning: Simple Strategies for Keeping Your Audience Awake, Engaged, and Learning (M200)

A majority (71 percent) of CEOs face imposter syndrome during their leadership, according to Korn Ferry. While we might not all be CEOs, most of us experience imposter syndrome at some point. The Label and the Human ConditionIt’s perfectly natural to feel like a fraud—whether it’s when facing a new job, environment, or large challenge.But there’s an interesting thing about the human mind. If we label it, in this case, imposter syndrome, it often becomes that very label we want to avoid.Moreover, labels make it seem like we are the problem.It’s worth remembering where the term came from. Doctors Pauline Rose Clance and Suzanne Imes originally referred to the “Imposter Phenomenon” in their 1978 paper: “The Imposter Phenomenon in High Achieving Women: Dynamics and Therapeutic Intervention.”Interestingly, their paper was specifically about high-achieving women, and it never used the term “syndrome.” That was later added when psychologist Carol Tavris used both phenomenon and syndrome in her 1982 Vogue article, “Your Life, Your Health—Who’s in Control?”Why do all these details matter?In short, feeling like a fraud is a perfectly normal experience of the human condition. If we don’t doubt ourselves at times, we plow on making mistakes and missing details blinded by overconfidence.Instead, self-doubt allows us to reflect, check, and improve on ourselves.Of course, some cases can and do turn into a pathological syndrome, but it’s vital to understand and face the cause rather than jump onto symptoms.To manage imposter feelings, understand the root cause:How does your environment or work culture support or hinder your confidence? What is within your control to change? We can all do our part to nurture belonging as part of our work culture, including promoting book clubs, for example. Who or where are your allies such that you both support and promote each other? Feeling like you’re the only one in the trenches can turn into an imposter phenomenon.What biases or stereotypes operate around you? Sometimes we are hired into a leadership role because we are different, and this can quickly lead to feelings of not belonging and of being a fraud.Embrace the Whole of YouWhen facing imposter feelings, many try logic and reframing or mind over matter. “While these are valid techniques, the cognitive approach can only take you so far because imposter feelings are driven by emotions that want to be heard.”Instead, the art is to embrace all our emotions, an approach that can be built on the foundations of emotional intelligence at work. In the language of Internal Family Systems, we welcome all our internal parts.Essentially, we all have a family of inner parts, and it is within our power to embrace them. As such, we mediate harmony by leveraging our inner compassionate and confident core self.Everyone can connect to that inner core and become more grounded and at peace with their parts, including the imposter ones. The power of the approach is that it targets both our logical and emotional minds.Collaborate with your imposter part:Imagine your imposter part as a separate entity with shape and color, and try to get to know it. While this might sound strange, it naturally creates a space so that the emotions become less overwhelming.Practice self-compassion both toward yourself and your imposter part. It has been trying to protect you, even if over-enthusiastically. By highlighting self-doubt, it might be telling you to change your approach, for instance.Note when the imposter feelings come up and how they influence you. Sit with the emotions to deepen your understanding, and with time, they will gradually dissipate.Embrace Your Imposter Part for Future SuccessWorking with the mind means blending both logic and emotions. Most importantly, we need to deal with the root cause of imposter feelings. So, reflect on your inner imposter voice and collaborate with it. Furthermore, review how your environment and those around you perhaps feed the imposter part within you. As you connect with your imposter part and gradually shift what is within your control to change, you’ll find yourself feeling more grounded and self-assured. 

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