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Teri Lund has been an external consultant for the past nine years. Previously she held training and performance improvement management positions for Barclays Bank, Kaiser Permanente, and Sealund and Associates. She has a bachelor of science degree in education from Montana State University and a master’s degree in international business and finance from New York University. Lund has in-depth experience in implementing performance improvement strategies, such as computer-based and alternative delivery to classroom training, and is a recognized leader in the area of technology and its impact on learning and performance improvement.

Teri  Lund

Rapid Needs Analysis

Rapid Evaluation (PDF)

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Rapid Evaluation by Susan Barksdale and Terri Lund

It can take the same effort to land a long-term client as it does to close a once-and-done project. But larger talent development programs provide deeper transformation and better ROI for clients while offering greater cash flow, stability, and personal fulfillment for you.
In this session, you’ll discover how to create 3x larger T&D opportunities with integrity and deliver superior client results. If you’re a coach, consultant, trainer, or business owner (or soon-to-be), don’t miss it!
During this session, you will learn to:
• Position Yourself as the Go-To T&D Strategic Partner: Learn how to elevate your status from a service provider to a trusted strategic advisor, becoming indispensable to talent development decision makers.
• Shape High-Impact Talent Development Strategies: Master the art of influencing decision makers to adopt innovative, long-term solutions that drive lasting organizational success.
• Unlock 3X Bigger Transformational Engagements: Discover proven techniques to expand the scope of your training engagements, delivering deeper client transformation and significantly boosting your business’s financial growth.

Coaches, Trainers, & Consultants: Land 3x Larger Client Engagements

Skill debt is plaguing the future of work. According to PEW research, 39.2% of Americans work in major service-industry sectors. While it may seem daunting, knowing that the majority of our workforce needs to re-skill or upskill in order to stay relevant, there are proven methods to set them up for success in ‘future workplace’ careers, which we’ve seen shift more than ever in the past year.
As more processes become automated, skill debt increases and so does the opportunity to train the workforce for new opportunities. While on average, companies invest over $20 billion on education initiatives, the emphasis of these programs doesn’t lend to long term success for employees or businesses.
Today, we’re going to chat with Chris Olson, Strategic Advisor at Class on 4 strategies for reskilling and upskilling the workforce for the hybrid future.

Be intentional about development programs.
Future proof your workforce from the bottom up.
Build a culture around talent mobility.
Train technical and “soft” skills needed for today and the future.


How to Upskill and Reskill Online 

All sales organizations can leverage these five imperatives as landmarks on their path to long-term account planning success.

5 Account Planning Success Factors for Any Sales Organization

Terri Pearce is Executive Vice President, Human Resources of HSBC North America Holdings, Inc., a wholly owned subsidiary of HSBC Holdings plc, one of the world’s largest banking and financial services organizations. In this role she is responsible for developing and directing learning, talent, resourcing, and organizational development for HSBC North America in alignment with HSBC’s Group office in London. She also directs talent management and succession planning across HSBC North America. Terri joined HSBC in 1988, and held HR and operations roles both on and offshore. Terri received her bachelor’s degree in psychology from Vanderbilt University and has an MBA from The University of Phoenix. She holds the SPHR credential, and is a member of the Society for Human Resource Management and the Conference Board Council on Learning, Development and Organizational Performance.

Terri Pearce

Linda Hainlen reminds learning managers to look beyond just the learning event (or trees) and focus on the long-term organizational change (or forest).

Can You See the Forest for the Trees?

In an increasingly complex world, resilience is more essential than ever, especially for government workers. It's often misunderstood as merely "powering through" tough times, but it's much more than that. True resilience is the capacity to thrive amid adversity, drawing strength from difficult experiences and emerging stronger. With the current landscape marked by political uncertainty, misinformation, and global unrest, understanding and cultivating resilience is crucial. Here, we explore seven key insights into building resilience, both individually and within government organizations, and how it can serve as a strategic advantage in public service.1. Controlling Our Perception of the WorldIn an era of misinformation, managing perceptions is crucial for government workers. While external events are uncontrollable, we can control our responses by critically assessing information and seeking diverse perspectives. This balanced approach helps navigate challenges, maintaining public trust and integrity.2. The Right Stuff to Practice ResilienceTraits like perseverance, adaptability, and a commitment to public service are key for resilience in government workers. Recognizing and nurturing these traits helps navigate uncertainties, such as policy changes and public scrutiny. Resilience, developed over time, prepares for future challenges and ensures effective governance.3. Resilience as a Team EffortResilience is not just individual; it's a collective effort, especially in the public sector. Organizations should cultivate a culture of mutual support and collaboration. By working together, teams can better navigate crises, strengthening public sector performance.4. The Role of Leaders in Bridging Individual and Organizational ResilienceLeaders play a pivotal role in aligning individual strengths with organizational goals, fostering open communication and continuous learning. They set the tone for handling challenges and setbacks, creating a resilient culture. This leadership style, focusing on leading oneself, others, and circumstances, is crucial in public service.5. The Importance of RelationshipsStrong relationships are vital for resilience, providing essential support during difficult times. Building connections with colleagues and the community offers practical and emotional support, helping government employees cope with stress and maintain a positive outlook.6. Organizational Support for ResilienceOrganizations must invest in employees' well-being, providing mental health support, flexible work arrangements, and professional development. When employees feel valued and supported, they are more likely to engage fully, enhancing the organization's resilience and benefiting the public.7. Resilience as a Strategic Advantage in Public ServiceResilience is a strategic advantage, enabling government organizations to handle disruptions and seize new opportunities. Whether navigating policy changes or adapting to societal shifts, resilience helps maintain momentum and strengthens public trust, driving long-term success.ConclusionResilience is a foundational element crucial for government workers. It is an ongoing journey involving individual and collective efforts. By focusing on how we perceive challenges, leveraging our innate strengths, fostering supportive relationships, and creating a resilient organizational culture, government leaders can navigate adversity more effectively. Resilience is not just about surviving tough times; it's about thriving through them and using them as opportunities for growth to unleash your potential and cultivate success in public service.

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