Meet Our Speakers!
How to Lead in Hybrid
Hybrid work is here to stay. How do you build productivity in a hybrid workplace? What does leadership look like when you sit screen to screen? How do you set expectations and handle difficulties?
A Re-Engagement Workshop For Business Teams
A workshop and team-building activity using songwriting to explore the realities of re-engaging as a team. Participants are guided through the process of writing the lyrics to a song based on a metaphor for re-engaging as a team. At the workshop’s high point, Cliff adds a melody and music to the completed lyric on the spot which, without exception, makes the workshop and its subject matter unforgettable.
By breaking down the process of lyric-writing into easily understood and manageable pieces, Cliff shows his workshop participants how to employ storytelling and emotion-rich language in service of a profound exploration of the concept of re-engaging as a team.
Dr. Ali Atkison
Brain-based Tactics for Improved Facilitation
How do you know your organization’s training endeavors have any impact? Many organizations pour money down the drain by focusing on content but not training tactics that ensure learning is actually taking place. If this happens, the training doesn’t stick, and it does not help the organization’s bottom line.
Make Today's Energy Evergreen
Too often, at conferences and summits, we come away with energy and ideas....and fail to follow through. In this immersive, interactive session, participants will be immersed in an environment where they will experience six proven techniques to distill key takeaways and move from idea to action. Drawn from practices woven into Evergreen Leadership's retreats, participants will walk away with focus and clarity on how to implement and take action. Even better - these six techniques are ones they can easily use every day and can teach others to do in the sessions they lead.
Evaluating Training Performance: A Research-Backed Approach
This session will showcase the use of the Learning Transfer Evaluation Model to create a global evaluation study of a large multi-year curriculum. Learn how the study plan included qualitative and quantitative data to both help build a business case that shared the training results and allowed for improvements of the training program. It includes the study design, survey design, and real-world metrics collected to analyze the training with examples of how you could create your own study plan.
Leanne Batchelder and Kendell Lett
Test for Success: The Case for Piloting Your Learning Program
This session will spotlight the importance of testing your learning program before launching it to your broader audience. We’ll focus on 3 types of pilots: an MVP (minimum viable product) phase for a blended learning curriculum, pilot/user testing a customer/patient app, and a pilot/train-the-trainer experience for a Global Product Launch Event.
How Are You Developing Your New and Frontline Leaders? Proven Strategies for Helping Leaders Succeed
Kevin Eikenberry will lead an interactive and engaging webinar sharing what we have learned in helping organizations prepare their new and frontline leaders over the last 15 years. He will share a variety of approaches your organization can take – regardless of your size or the amount of training expertise and budget you have available.
This is a brand-new webinar created for this unique time helping you deal with the realities you and your leaders face today. You will leave with answers to your questions, ideas, approaches, and hope – hope for your leaders and their success.
Setting Up an AR and VR Infrastructure for a Large Organization
Imagine if your goal was to deploy a tracked e-learning course and you had no LMS to distribute and track learning, and no approved way to identify learners. Providing a standard approach for this type of AR and VR infrastructure across the organization will save a huge amount of time and money versus having each one-off AR and VR experience supply its own deployment, tracking, and authentication. This session will track the story of one large organization trying to standardize these at the same time multiple AR and VR solutions were already in various stages of development. This story will cover information about headset selection, authoring platform selection, learning record store selection, and experience deployment.
Matthew Chodkowski and Andy Dix
Change Leadership: Principle-Driven Inquiry-Based Organizational Change
An inquiry-based model-less approach to organizational change predicated on profound scientific principles, the psychology of change, and the twenty-first century paradigm of leadership. This experiential learning laboratory is presented in two consecutive sessions. The first, "New Directions" introduces foundational concepts and principles. The second, "New Dynamics" presents an applied methodology. Traditional change management myths are critiqued, and contemporary change leadership principles are explored. Supporting concepts related to neuroscience, collaboration, and culture are presented and discussed.
Ten Training Delivery Mistakes That Kill The Vibe
Words matter. The language we use before, during, and after a training event affects whether a learner looks forward to a learning event (or not), is engaged during the learning event (or not), and practices what they learn (or not). Seemingly innocuous or even necessary phrases like "this is mandatory training" or "keep your line muted" or "we’re in the home stretch - just an hour to go" can sink even the best instructional design on the juiciest content.
In this session we explore ten of the most common and harmful bad habits that undermine our own learning objectives and alienate or even offend learners. We'll discuss why we do those things (every bad habit once solved an important problem), and how we can know better and do better to yield learning experiences that delight and inspire.
This session is led by Tony Brazelton, a master trainer and instructional designer with 20 years of teaching, training, and facilitation experience in large corporations and private practice. Tony designs and delivers training on communication and other leaderships skills.
Crisis Proof Leadership
The Crisis Proof Leadership model uncovers what the best leaders do during times of crisis. In times of crisis leaders tend to react in one of three ways; they bury their head in the sand and try to pretend it’s not happening, they jump into action without fully understanding the scope of the problem, or they walk somewhere between the two and get better results. It would be easy to think that only the strongest, toughest, most cutthroat leaders would thrive in a crisis-filled environment, but that’s not the case. Highly empathetic, focused, values-driven leaders are better able to keep their teams engaged and thriving. In my experience developing and coaching leaders, there are seven competencies that, when demonstrated regularly lead to effective leadership in times of crisis. I call them the principles of prepared leadership. 1. Extreme Self-Awareness 2. Resilience 3. Results Oriented 4. Builds Trust 5. Demonstrates Empathy 6. Communicates Clearly 7. Grow Others When you develop these competencies, in advance of crisis, you will be able to lead through crisis as effectively as possible. This session will provide tips and tricks that will help you become a crisis-proof leader.
Extinguish Burnout from Training and Development
Burnout costs organizations between 21-28% of their total payroll. (Gallup says 23% of employees are in burnout, and burned out employees have a voluntary turnover rate at 2.6 times the normal rate; the Bureau of Labor Statistics indicates voluntary turnover was at 26.9% in 2018; and Bersin finds that replacement costs 1.5-2 times an employee’s annual salary.) It’s a serious problem that impacts not just training and development professionals but the whole organization. Training and development can be a grueling job. On the instructional design side, you never get the chance to feel like you’re doing the quality of work you want to do, because there is always another project. On the delivery side, you stare at half-empty classrooms, because the people who were registered didn’t show up, and you wonder if you’re making any progress.
Burnout is characterized by exhaustion, cynicism, and feelings of inefficacy. That’s great from a diagnosis perspective but not useful when you’re trying to figure out how to get out of it – or avoid it. You need to know how burnout works and what roads lead to burnout. In this session, we’ll explore two models of burnout that explain how it’s created and what you can do to prevent or recover from it.
The key to burnout is the feelings of inefficacy. Said differently, you feel like your personal agency – your ability to get things done – isn’t enough. Our personal agency is a reservoir, like a bathtub. It’s filled by the results we get – and we accept. It’s filled by the support we get from others, including our management and peers. It’s also filled by the self-care we do for ourselves. However, it’s drained by the demands placed on us.
We’ve all been in high performing teams, where we felt like we were getting things done, we were supported by management, and we were a close-knit group. Despite high expectations (or demands), we still felt like we could do what was being asked of us, and no burnout was present. However, when even smaller demands have been placed on us, and we didn’t have a supportive team or management, we’ve found ourselves fighting off burnout.
Another way that burnout finds its way into our lives is through the gap between our expectations and our perception of reality. Burnout isn’t about reality. It’s about our perception of it. When our expectations are grounded in reality and our ability to accept the results we get are similarly grounded, we avoid burnout. When our expectations and our perception of our results get too far apart, the tension that pulls us forward breaks, and we believe that we’re no longer effective. That’s burnout.
In this session, we explain the models. Interactive exercises will help talent development professionals understand the unique factors that occur in talent development that can lead to burnout – and what we can do to change them or view them differently to avoid burnout.