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John T. Miller II, PhDc, is a coach, consultant, and researcher. As an industrial-organizational professional, he specializes in front-end analysis, human performance improvement interventions, training effectiveness evaluations, and ISO 9001 standards. His background in military and civilian workforce leadership and training, combined with quality management acumen brings a notable point-of-view and tactical guidance on continuous improvement to organizations. As principal and owner of Askari 360, John helps employees improve functioning in their roles as manager, co-worker, and direct reports to include enhancing their ability to solve problems, make decisions, and become optimally responsive to change.

John Miller

Assessing Digital Literacy—A Framework for Developing a General Measure

Jo Miller is CEO of Be Leaderly. Jo is dedicated to helping women around the world advance into positions of leadership and influence—especially in male-dominated industries, such as technology, finance, aerospace, and energy. Through her keynotes, workshops, and webinars, Jo shares the steps women can take to succeed. Globally, she delivers more than 70 presentations—often return engagements—each year to audiences of up to 1,200 women. Jo has spoken at women’s leadership conferences, professional associations, and to women’s networks for hundreds of organizations that include Abbott, Amazon, Bank of America, Boeing, BP, CenterPoint Energy, eBay, KPMG, Google, John Deere, Medtronic, Microsoft, Stryker, Department of Homeland Security, and Princeton University. She has spoken in Europe, North America, Asia Pacific, and the Middle East.To reach emerging women leaders anywhere in the world, Jo founded a popular webinar series that blends leadership skills training with access to live conversations with senior executive women leaders. Now subscribed to by 28 corporate member organizations, the webinars are viewed by participants in 900 locations in eighteen countries.Jo is a Forbes contributor and co-author of the research report, Out of the Comfort Zone: How women and men size up stretch assignments — and why leaders should care. Her book will be published by McGraw-Hill in 2019.

Jo Miller

Talent development priorities and challenges are unique for those who work in small TD departments. Often staff and resources are lean and senior leaders' expectations are high. If you are a TD department of one (or a few), you can benefit from the wisdom of those who have gone before you.
Join us for an exclusive ATD member-only webcast as we ask three executives in the field to share their insights on the following:

What would you say to the small TD department that is tasked to do much with very little?
What do you prioritize when working as small team?
What do you focus on and not focus on?


The Talent Development Department of One: Best Practices for Small TD Teams

Before 2020, learning and development in the financial services sector experienced some tremendous changes during a period of a decade. Then 2020 happened, and the changes went from tremendous to seismic and unprecedented. Financial institutions went from being physically open one day to having, “People working from their kitchen tables” the next, as Barclays CEO Jes Staley put it. Consequently, we’ve seen a massive shift to virtual delivery and a significant increase of investments in digital and modern learning in this new virtual landscape.
Join Dan Miller, senior vice president of financial services at GP Strategies, for this informative webinar during which you will learn how these changes are affecting talent and learning in the rapidly changing financial services field.
During this hour together you will gain insights on:

Future-proofing your learning organization by laying out the foundation for 2023
How learning operational models are changing and how to navigate resourcing in a virtual world
The key places to focus your learning investments:


Onboarding
Compliance
Future Skills
Risk
Relationship Management


5 Trends for the Financial Industry in a Business as Unusual Year

The end of year can be a giant juggling act for everyone, especially managers. Meeting quarterly and annual goals, creating and casting a vision for the future, and having annual performance conversations with their teams (which can be sometimes awkward and downright dreaded!) it’s easy for managers to fall into chaos if they are not properly trained to close out the year. How can we make the end of the year a momentum-building experience for managers?
Join Katie Miller and Brianna O’Hara to learn top strategies for supporting managers for a successful year end. They have helped many managers master the balance between having impactful performance reviews and recognizing promotional opportunities within top talent all while exceeding their current goals and planning a successful future.
During this interactive webcast, you will leave with knowledge about:
 

The top key areas for training managers and leaders
A framework to help individuals self-evaluate their readiness for promotion
How to have performance reviews that are a positive experience now and for future results
Tips to help managers meet goals while setting a strong vision for the future


End-of-Year Guide for Your Managers: Promotions, Performance Reviews, and Planning

The State of the Industry report is ATD’s definitive review of training and development trends. In the 2014 report, 340 organizations representing a diverse sample of industries, sizes, and locations report on their commitment to training and development.

Join Laurie Miller, director of Research Services at ATD, and David Frankel, research specialist, to get a firsthand look at the valuable data inside this year’s State of the Industry report, sponsored by Skillsoft and the Ken Blanchard Companies. They’ll discuss benchmarking data from ATD BEST Awards Winners, and other organizations from 2006 to present.
This webcast will include findings on:

direct learning expenditure
average number of training hours used by employees
the average cost per learning hour
what methods of training that companies are using
content areas that companies are focusing on.


State of the Industry

What can your workforce learn in 15 minutes? The right insight at the right time can make all the difference. Join Amy Cooper and Heather Miller from getAbstract to learn how getAbstract can save you time looking for and evaluating content, empower self-directed learning with summarized expert knowledge and learning tools, align relevant content to your company’s learning strategy, and boost engagement. Inspire your employees to put knowledge into action
During this event, you will:

Discover how getAbstract can help your workforce transform knowledge into action.
Learn how you can tailor getAbstract’s learning solution to your company’s needs and engage employees at every level.
Experience getAbstract’s customizable and engaging platform.


Demo: Build a Learning Culture With getAbstract

Dan Schwartz reviews research from Deloitte on how Millennials define leadership.

How Millennials Define Leadership

In our post “Being a Can-Do Leader: Want to Be On the Ball as a Leader? Think TPL!” we promised to explain how an easy to remember acronym, VITALS, can help you unleash an engaging “Can-Do” spirit in people that sparks their willingness to drive for high levels of performance. Please note that we said “enable you to unleash” this spirit, in your role as manager. Not create it, but unleash it. This is because the true Can-Do spirit isn’t just a matter of being persuaded that we can do something. The “spirit” part of it is a visceral feeling that energizes us to want to do something—want it a lot. And, of course, when these feelings are in force, performance is likely to soar.   Feelings of enthusiastic determination can only come from within each person. A leader cannot force this to happen with exhortations, demands, and speeches. But here’s the good news: You can, as a manager, create the conditions that will unleash this Can-Do spirit in others. Before we explain how, here’s a very important can-do leader caveat: Do not put yourself in the other person’s shoes. Most likely you’ve heard the oft quoted homily: “If you want to understand another person’s point of view, you must put yourself in the other person’s shoes.” We feel that is bad, or at least misleading, advice! It’s not enough to mentally put yourself in the other person’s position. If you do that, it’s still you that is being put in that position. If the issue is what will motivate this person in these circumstances, it is irrelevant what would motivate you in this situation. The fact is that each person has his or her own particular set of personal motivators, which cannot be identified by simply projecting our own motivational profile onto another person. So, how can we go about identifying and making good use of the motivational profiles of the people who work with us? Check their VITALS An effective way to zero in on a person’s key motivators is to do your best to become familiar with their particular Values, Interests, Talents, Aspirations, Longings, and Style. In other words, check their “VITALS.” This word can serve as a useful acronym to help you remember each of these important motivational factors. Simply put, the Can-Do spirit is most likely to be unleashed in people when their most important VITALS can be satisfied at work. You might think of this as mentally checking a little box associated with each of their VITALS. Here’s how it works: Values refers to the standards or principles that a person believes are important to uphold in life, which could include things like trustworthiness, loyalty, fairness, and beliefs. A person’s values are important to consider when giving an assignment because if you ask someone to behave in a way that is opposed to what he believes in, you may actually motivate him to work against you. In a diverse workplace, it is particularly important for a leader to appreciate the power of the cultural beliefs of the different groups represented. For example, if Lee comes from a culture where being singled out for public praise is personally embarrassing, it would be more effective to praise him in private. Interests are the particular work-related subject areas that grab and hold a person’s attention. The deeper a person’s interest in something, the stronger her motivation will be to work on projects that allow her to pursue that interest. The curiosity associated with strong interests is what motivates the kind of learning that pays dividends in the workplace. For example, if John loves to solve problems, giving John an opportunity to solve a complex customer fulfillment issue is likely to pique John’s interests in a way that unleashes his can-do spirit. Talents refer not only to strong skills that a person may have developed, but also to the underlying ability or aptitude that makes it possible for someone to develop a noteworthy skill. When a person has a strong talent in a particular area, that person often enjoys developing and displaying that talent. The key is to identify the particular talents a person has that he or she would enjoy developing and displaying. For example, if Maria is very skilled at creating innovative software designs and likes to talk about her creations, providing Maria opportunities to demonstrate this talent on the job is likely to be very motivating for her. Aspirations are the ambitions that a person has—what this person wants to be and achieve in the future. A person’s aspirations may shift over time, but the more you know about what a person thinks he wants to achieve in terms of his career goals, the better able you will be to match him with assignments that will make him feel like he is pursuing his dream. For example, if Sandip, a very competent engineer in a high-tech company, has aspirations for management roles, giving him opportunity to manage an engineering project is likely to be highly motivating for him. Longings are the nagging (when not sufficiently satisfied) psychological needs that people bring to the workplace. This includes things like a fondness for stability and predictability, a desire for personal achievement, a continuing need for close personal relationships at work, a strong desire to be held in high esteem by colleagues, or a desire to be in charge or in control. For example, if Trish has strong relationship needs, she is likely to be most engaged when given opportunities to work collaboratively in a group. If Damita, on the other hand, has a low need for affiliation but a very high need for autonomy, she is likely to be quite motivated when given opportunities to work independently. Style at work refers to a person’s characteristic ways of taking in information, making decisions, dealing with success and failure, and interacting with others. The style concept focuses on preferences rather than abilities. When we understand other people’s personal styles, we are better able to find effective ways of being influential with them. For example, if Pablo is a planner by nature and likes to be particularly well organized and structured in how he approaches work, giving him an assignment that allows him to draw on this preferred style is likely to increase his level of motivation. A thought you might be having right now is: This "Check their VITALS" strategy might sound like a good idea, but how can I possibly know all these things about the people who work with me? Identify their VITALS To get a handle on someone’s VITALS, you can observe his or her reactions to different situations and assignments and make your best guess. But a more reliable way to understand other people’s VITALS is to simply ask them to tell you about themselves. Ask them what particularly interests them: What are their near and long-term ambitions? Ask about the kinds of activities and hobbies they find most interesting when not at work. Listen carefully to their responses and use the VITALS acronym as your mental checklist. You’ll never learn everything there is to know about another person’s motivators. But if you ask people a few questions about their VITALS, you’ll know a lot more about what motivates them than you did before. And when you give them an assignment, you’ll be better able to unleash the Can-Do spirit!

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