Today marks the last day of the biggest training conference of the year, the Association for Talent Development (ATD) Conference and Exposition, in Washington, D.C. Thousands of conference speakers, attendees, and vendors pack up their belongings and return home with learnings that will either be implemented or forgotten.
So what is the big takeaway?
Have the conversations - with yourself, with your team, with your entire organization.
We had many conversations throughout the last three days, especially during our three Fierce sessions. Below is some food for thought from each.
Fierce, Inc. CEO & President, Halley Bock spoke on a panel yesterday titled Future Leadership Perspectives From the Next Generations of Thought Leaders, and several questions were asked about the future of learning and development. A general theme was that many conversations are needed to solve issues around engagement, retention, and succession planning for people. Most importantly: Do people in your organization have the skills they need to have the discussions and dig into the topics that are most important? The panelists referenced investing in conversation and behavior-based training, as opposed to mapping strictly to competencies and broad-sweeping leadership training. Being specific with behaviors and results was the recommendation to best equip organizations to be successful.
Our SVP of Learning & Development, Aimee Windmiller-Wood shared in her session that Fierce Accountability is focused on how to not hold each other accountable, and instead, hold one another able. In order to navigate change in the future, we all be need to be able to have the conversations necessary for growth, both for the organization and individuals. We dug into the accountability model and how it impacts organizations we work with.
Additionally, this morning, Aimee debuted the first ever Fierce Feedback workshop live at ATD and had a great turnout of lively participants learning about the feedback module. In the workshop, Aimee explained that the best way to deliver feedback is by defining a specific moment of when the action took place and what occurred to give context to the individual you are speaking with. This specificity makes for a more productive conversation whether you deliver positive or constructive feedback. The skill set of giving robust feedback is critical today when many companies are revamping their performance management and review systems.
From learning trends to accountability to feedback, the Fierce team had many exciting conversations with learning leaders about the directions that organizations need and want to go for their people.
Now what? How will you have the conversations you need to have? Start now.