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Dave Murphy

Bang the IT Training Drum

Thomas M. Darrow, SHRM-SCP, is the founder and principal of Talent Connections, LLC. He has more than 29 years of experience in the human resources and recruitment profession, including nine years with the global professional services firms of Price Waterhouse (now PricewaterhouseCoopers) and Andersen Consulting (now Accenture).He was the 2006 and 2007 president of SHRM-Atlanta, the largest city chapter in the country. Under his leadership as president, SHRM-Atlanta's membership increased 60 percent, to over 2,600 members, and the chapter won a SHRM Pinnacle Award for membership growth and a Pinnacle Award for the Mayor's Youth Program. Tom also served on the SHRM Staffing Management Expert Panel and the SHRM Cost per Hire Standard Review Committee. Tom earned a bachelor’s of business administration degree in accounting from the University of Notre Dame.Tom lives in Murphy, North Carolina, and Atlanta, Georgia, with his wife, Anne, and parrot, Mango.

Tom Darrow

Your ATD membership is a powerful tool when it comes to your professional development, but do you know how to leverage an ATD chapter membership? For thousands of talent development professionals around the United States, volunteering for a local chapter has opened doors to personal and professional growth.
Join members of ATD’s National Advisors for Chapters and local chapter leaders to learn about the ATD chapter experience and how your involvement in your local chapter can connect you to networks and knowledge that can elevate your professionalism. We’ll share the stories behind why we joined a local chapter, the benefits and value of serving as a volunteer leader, and the impact that chapters have made on our success. If you have wondered whether local chapter involvement is a good investment, this introduction to ATD chapters will provide you with plenty of tips and ideas for getting involved and making the most of your chapter membership.

ATD Chapter Membership: Grow Your Leadership Skills and Boost Your Career

As we move into the fourth industrial revolution, the traditional business playbook has been thrown out the window. Consumer experiences are now more engaging and on-demand than ever before, resulting in employees seeking the same expectation within the workplace. As our business processes have become more agile, our corporate learning strategy must also adapt to remain effective.
The delivery of your learning program should be thought of as a continuous journey aligned to the needs of the modern learner. Building an effective marketing strategy is key to ensure that learners have what they need when they need it and, more importantly, seamlessly integrated in to their workday.
Delivering an engaging learning program is only half the battle; achieving company-wide adoption is the other half. In this webcast, you’ll learn how to:

Align learning with your organization’s business goals.
Understand your audience’s needs and seamlessly integrate learning into their workday.
Market your learning program in new ways that create buzz!


Innovative Marketing Techniques for the Modern Learner

Attitude accounts for 89 percent of hiring failures. So how do you assess a candidate’s attitude (including coachability, emotional intelligence, motivation, and temperament)?

Based on the bestselling book, Hiring for Attitude, featured in Forbes, Fast Company, & CNBC, this webinar will show you the cutting-edge hiring practices that reveal if candidates have the right attitude to fit your culture. You’ll also learn the one question to assess “coachability.” And you’ll receive tools such as the textual research, which reveals if someone is a high or low performer just by the pronouns and verbs he or she uses.

By attending the Hiring For Attitude webinar, you’ll learn:
• why most hiring managers ask too many questions—learn how many questions to ask during an interview and which questions you should never ask
• how to ensure your interview questions help you assess attitude—including six words to avoid and how to adjust for team interviews
• the five-part interview question that reveals if people are “coachable”
• what to say when you think the candidate is lying to you
• the one question that reveals if somebody goes above and beyond.

Managers: Hiring for Attitude

The scarcest resource a leader has is time (not money, people, or influence). This is why the top frustrations of leaders are typically: not having enough time, struggling to balance priorities, not being proactive enough, and spending too much time doing work that someone else should be doing.

There are four kinds of work that consume leaders’ time: green light, yellow light, orange light, and red light work. But only green light work will make you an effective leader.

Green light work is the work you’re uniquely qualified to do. It’s why the organization hired you and it absolutely has to be done. And it’s the work that propels you toward your goals. But for the average leaders, less than 30 percent of their week is spent on green light work. The other 70 percent of their time is spent on yellow, orange, and red light work—a range of activities including those that should be delegated to others, all the way to completely wasteful (like useless meetings and rework).

This 60-minute teleconference and webinar, “Finding the Time to Be a Leader,” will show you how to discover your own personal green light work and give you tactics for shedding all the yellow, orange, and red light work that is misusing (or wasting) your time, hurting your leadership effectiveness, and stopping you from hitting all your goals.

Here are just a few highlights of what you’ll take away from this program:
• How to distinguish between green, yellow, orange, and red light work and how to organize your email inbox to reflect the four kinds of work.
• Which of your yellow, orange, and red light activities should be delegated versus eliminated, and learn how to overcome the psychological barriers to delegating (including ego, doubt, and competence).
• Identify the top 10 time wasters for leaders, shorten meetings with a three-part Meeting Achievement Checklist, and avoid checking up on employees by clarifying work assignments—all of which will save you time.
• How to create a Personal Leadership Strategic Plan so you can see exactly what you need to accomplish in the upcoming days, weeks, and months. Then take it one step further and schedule each day for optimal productivity.
• How to use a Manager for a Day program to give yourself an extra set of hands (and also develop the future leader talent pool below you).
• The one question you need to ask yourself every morning that prioritizes and focuses your day—and ensures you don’t leave the office asking yourself, “Did I really get anything done today?”
 

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