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Mary Scott

August 2010 - TD Magazine

Business Education Under the Microscope: Applying Six Sigma to Workplace Training

John Zorbini has spent his career helping organizations understand the strategic link between effectively managed human capital and successful business results. John’s unique background and experiences as a senior executive, professional speaker, and certified leadership coach, combined with his collaborative and results-focused approach, makes him ideal to consult, coach and facilitate all levels of leadership. For Stewart Leadership, John specializes in working with clients in such areas as succession planning, full-cycle strategy planning (business & talent review, succession review, leadership development review), human resources consulting, and executive leadership coaching.For 30 years, John held various leadership roles for three of Wisconsin’s largest employers, spending 25 of those years in the chief human resources officer position. Having an intimate understanding of the complexities and daily challenges of boards, executives, and other leaders, has enhanced his ability to quickly relate to and assist those with whom he works.As a professional speaker, John has delivered hundreds of workshops and presentations and continues to be a much-in-demand facilitator and speaker. Additionally, John has over 20 years of university-level teaching experience (undergraduate and MBA) as an assistant and adjunct professor at Marquette, Concordia, Cardinal Stritch, and Mount Mary Universities.John received his bachelor’s degree from West Liberty University in West Virginia and his master’s degree from Marquette University in Milwaukee. He completed his fellowship for executives at the Advisory Board in Washington, D.C.He has served as a board president or board member for governmental agencies, civic groups, and not-for-profit organizations, including former Wisconsin Governor Scott Walker’s Council for College & Workforce Readiness (where he represented all businesses in Wisconsin); current Governor Tony Evers’ Career Development Committee; the Wisconsin Hospital Association’s Workforce Development Council; the Mount Mary University Board of Trustees; and others. He currently serves as Chairman of the Washington County Ethics Board.John has always been an active member of his community. He has been the recipient of his community’s Citizen of the Year Award, and two school district’s Friend of Education Award. He and his wife, Pam, reside in Erin, Wisconsin.

John Zorbini

Astronauts Mark and Scott Kelly, Kelly McGonigal, and Ronan Tynan to Keynote ATD 2017

In a business environment where training professionals are asked to do more with less, leveraging an option like SharePoint can be an effective way to minimize costs while providing the technology to facilitate engaging learning experiences. In this session, we’ll discuss some examples of using SharePoint to support training and development in organizations.
Learn how SharePoint can be used for:
 

employee onboarding/orientation programs
training and development project management
community management and blogging
knowledge management/employee resource center
managing an action learning curriculum

Join Anne Scott and Mark Britz as they walk you through some practical examples based on business problems, solutions, results, limitations, workarounds, and lessons learned.  
 

Using SharePoint to Support Training

Ashley Chiasson is an instructional designer and consultant based out of Halifax, Nova Scotia, with over six years of professional experience. She has a passion for creating meaningful learning experiences and holds a Masters of Education (Post-Secondary Studies) from Memorial University of Newfoundland and a Bachelor of Arts (Linguistics and Psychology) from Saint Mary’s University in Halifax Nova Scotia.

Ashley Chiasson

ATD Talent Development and Training in Healthcare Handbook (ATD Press, November 2021) addresses the many opportunities and challenges TD professionals face in the growing and rapidly changing healthcare space. Effective talent development is the thread that weaves through an entire healthcare organization to ensure it is up to standard with the latest practices in treating patients while providing a safe and engaging environment for staff. TD professionals have the unique role of tying together organizational and employee advancement in healthcare systems—and likewise, this handbook dives into areas for business and professional evolution.Written by 25 fellow healthcare practitioners with extensive experience in the field—from nurses, physicians, and administrators to instructional designers, chief learning officers, technology experts, and leaders across the industry—the book covers six key themes across 26 chapters:Learning and development basicsOrganization developmentEmployee developmentBusiness acumen for the health systemDigital transformation and literacyPatient-centric careLearn more about Scott Kashman, market president for St. Dominic’s and the Franciscan Missionaries of our Lady Health System (Jackson Market), and his chapters on leadership development, business acumen, and well-being in this spotlight Q&A.How have your experience(s) in leadership development, business acumen, and well-being shaped the best practices you shared?Leading with a strategic lens, being grounded in operations with the support of a healthy team provides a balanced leadership approach. Based upon experience, I find these three need to stay in harmony or else an organization will achieve inconsistent performance and team engagement.Leaders should engage the hearts and mind of their team by providing a clear vision and sharing the importance, purpose, and why behind the vision. Then they should step back, trust, empower, and support their team as they develop plans and achieve the collective goals. While it sounds basic, it is not always practiced consistently. If you re-enforce how much the team is valued, cared for, and connected, you will unleash the full potential of your organization.How do you foresee advancement of talent development in these areas within healthcare? (i.e. in an ideal world, how do you see this area flourishing for employee or organizational development)?Developing talent takes an ongoing commitment by healthcare leaders and organizational development specialists. Ensure leaders know how to coach other leaders and staff. Many leaders mentor others by telling them about their own experiences and having others shadow them. Learning to be leader-coach takes a different skill: being present and focused on the person you are developing. By asking questions, staying curious, and allowing others to find the answers within, you will create the necessary bandwidth to solve for new and emerging opportunities.What is something unexpected you learned while working on this book?Through this process, I had a chance to connect with other authors. It broadened my understanding of the many facets that contribute to talent development. I appreciated learning from my colleagues and applying these skills within my own leadership practice.Is there something professional or personal you are proud of accomplishing in the past year?Holding space for others to develop personally and professionally. Completing a coaching certification through the NeuroLeadership Institute helped me think differently about how to coach and develop others. For more than a year I was fortunate to develop a strong, healthy leadership team across my previous health system. This served as a foundation of collaboration and trust as we opened our incident command in March 2020 and started navigating through the pandemic. At the same time, we engaged our community partners and internal team to advance our quality, safety, and overall performance.What is a fun fact about yourself or one sentence of advice you’d like to share?Start with self. In the past, I ran many marathons, counseled patients as a psychiatric counselor, joined an improv comedy troupe, and worked on stage at a karaoke bar (and I’m a terrible singer). Each of these experiences shaped my leadership, focused on humility, strategy, operations, and the health of a team.

Advancing Talent Development in Healthcare: A Q&A With Scott Kashman

Beverly Scott has served as both an internal and external consultant in a wide range of organizations for more than 35 years, including 15 years as director of organization and management development for McKesson. Her background includes master's degrees in sociology and human resource development, and she has completed her doctoral coursework. Scott is a speaker and facilitator for many professional associations and has taught organizational psychology at John F. Kennedy University. She resides in San Francisco.

Beverly Scott

Scott Kashman, MHA, FACHE, is the chief officer of hospital operations for Lee Health. He joined Lee Health in August 2011. He also is the co-author of Mindful Healthcare: Healthy Team, Healthy Business.Scott brings more than 25 years of experience numerous areas of healthcare. He began his career as a psychiatric counselor providing inpatient and outpatient therapy. Throughout his career, he has held many managerial positions, including vice president of outpatient services for the Rehabilitation Institute of Chicago and chief operating officer for Mercy Hospital Anderson in Cincinnati, Ohio. Most recently, Scott served as CEO at St. Joseph Medical Center in Kansas City and the chief administrative officer for Cape Coral Hospital.Scott received his bachelor of science in psychology from the University of Pittsburgh in Pennsylvania and earned his master of health administration from Tulane University in New Orleans, Louisiana. He also completed a fellowship in the area of disability ethics in the Department of Rehabilitation and Physical Medicine at Northwestern University Medical School. He is a fellow (FACHE) and leadership mentor with the American College of Healthcare Executives and has been a presenter on numerous healthcare-related topics.

Scott Kashman

While many of us are feeling change overload, change is still necessary for organizations to move forward. Taking into consideration the human factor will go a long way in ensuring the change initiative’s success.

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