• 12/09/2016 11:25 AM | Grant Skakun (Administrator)

    The Chapter of the Month is national recognition for ATD local chapters that have demonstrated strength, growth, and innovation in managing their chapter.

    Jeffrey Gehris, chair of ATD’s Chapter Recognition Committee, which awards the Chapter of the Month honor, said, ”This prestigious award recognizes the Los Angeles Chapter for demonstrating innovative and unique approaches in providing great value to their members and professionals in the community, including professional development, networking, and leading information about trends in the talent development industry. The Los Angeles Chapter is a leading example for serving members and other ATD chapter leaders with opportunities to learn and grow from each other. We are pleased to recognize the chapter with ATD’s Chapter of the Month award.”

    Congratulatory letter from Tony Bingham.pdf

  • 09/19/2016 8:00 AM | Grant Skakun (Administrator)

    September 19, 2016 – The Los Angeles Chapter of the Association for Talent Development (ATD), formerly ASTD, was recognized for its submission to the ATD “Sharing Our Success” (SOS) program. The national SOS program identifies best practices among local ATD chapters and uses them as models for other chapters.

    The chapter developed a process to fill the role of manager for different committees working under a chapter officer with executive voting powers. All chapter volunteers were interviewed by a minimum of two chapter officers, including the president. Interviews were conducted by phone to assess skills and motivational fit. Selected candidates were then invited to the in-person board meeting to meet the rest of the board. For succession planning purposes, a manager can be promoted to director and a director to a vice president as the volunteer serves more terms on the board. This incentive educates and trains newer volunteers in a progressive manner, and recognizes those that continue their service on the board. The program has resulted in a targeted selection of volunteers that are ready to take on the responsibilities of their roles and better prepared to be successors.

    Jeffrey Gehris, Chair of ATD’s Chapter Recognition Committee said, "This recognition honors the Los Angeles Chapter’s best practice that demonstrates its commitment to managing a successful organization as well as advancing the talent development profession at the local level. We are excited to honor the chapter with ATD's SOS recognition."

    • See a description of Los Angeles Chapter’s project on the Chapter Leader Community SOS webpage: Click Here
    • Read about this project in the August '16 edition of Leader Connection Newsletter: Click Here
    • See ATD-Los Angeles recognized at the ATD Chapter Leaders Conference (ALC) in Washington, DC: Event Details
  • 04/27/2016 6:10 AM | Anthony Lewis

    Our chapter is celebrating our 70th Anniversary and would like to thank all of our current and past members for another successful year together.

    We've come a long way since our founding and appreciate all of the hard work of the Board of Directors over the years, as well as our volunteers. 

    To commemorate this milestone, Tony Bingham has written us a letter. See attached. Los Angeles 70th Anniversary Letter.pdf

  • 03/29/2016 10:52 AM | Anthony Lewis

    ATD Los Angeles South Bay Training Professionals Breakfast Meetings Special Interest Group (SIG) was established March 2004. We are recognizing its 12th successful year!

    This is one of seven SIGs that are hosted by ATD-LA. All talent development professionals, members and non-members are invited to attend: org. development, leadership instructors, coaches, students and those that support the employee education functions.

    Key leaders include: Anthony Markovich, Sue Gabriele, Vince Budrovich, Jeff Fajans, Hugh Leonard, Joan Arias, Mark Pavlakovich and others. These dedicated leaders volunteer their time to make monthly meetings a reality.

    Face-to-face meetings are held on the first Friday of every month (except Jan & July) from 7:30am – 9:00am.

    Currently, the majority of the meetings are held at the wonderful Toyota Museum in Torrance. We are very grateful for the on-going hospitality of Susan Sanborn, Curator, and her team at the museum has provided.

    Participation is informal, which is very effective for morning coffee and breakfast conversations. Recent meetings have utilized the innovative GEMS RoundTable format that was created by Sue Gabriele.

    Active ATD-LA members can attend this SIG meetings for free. Plus, this SIG has a special longstanding partnership ISPI-LA (International Society for Performance Improvement, Los Angeles) and offers free registration to its active members too. This is an average savings $10 each month.

    If you are interested in attending this SIG, please register today and join us:

    If you are interested in speaking or presenting at this SIG, please let us know by filling in this form:

    Thank all of you who have supported ATD-LA SIGs.


    ATD-LA Membership, join or renew:

    ATD-LA SIG event calendar:

  • 03/08/2016 3:28 PM | Anthony Lewis

    The Association for Talent Development, Los Angeles (ATD-LA), has achieved its chapter affiliation requirements, known as CARE. This means the chapter successfully met all 18 required CARE elements and is recognized for 100 percent achievement of CARE.

    This achievement was accomplished through the hard work, time and efforts of the chapter leadership team, office administrator and dedicated volunteers. They work very hard to align the programs and services with membership needs.

    The chapter received a special letter from Tony Bingham, ATD president and CEO, to acknowledge this noteworthy achievement.

    Click here to read the letter

  • 02/24/2016 9:15 AM | Denise Ross (Administrator)

    Five Reasons to Build Emotional and Social Intelligence:  Plus How to Do It

    By Jeffrey E. Auerbach, Ph.D., MCC

    President, College of Executive Coaching

    What do you believe are the top qualities of star performing managers and leaders?  Holding people accountable?  Being inspiring?  Ability to work with different kinds of personalities?  Hard working ethic? 

    Science shows us that what distinguishes top rated leaders from average leaders is their degree of emotional and social intelligence. 

    In this short article I will highlight the top five reasons your managers and leaders need to develop their emotional intelligence and explain the best way to help them to do this.

    I typically define Emotional intelligence (EI) to the managers and leaders I am coaching as:  EI is knowing yourself and managing yourself; and understanding others and managing your relationships with others.

    Although every individual possesses different levels of EI, in order for individuals to be star leaders, they’ll need a superior level of emotional intelligence.  EI is widely recognized as a highly important factor for success: influencing productivity, employee retention and development, as well as team collaboration. Here are five important reasons, building on the ideas of Sara Fletcher, why leaders should cultivate their emotional and social intelligence:

    1. Self-Awareness

    An individual who is high in emotional self-awareness knows what they are feeling and how their emotions affect their behavior.  Leaders high in emotional self-awareness get information from their emotions, which helps them avoid projecting blame onto others. Such leaders are able to use emotional information to help them manage themselves well and the situations they encounter. 

    2.  Self-Management

    When an individual has high emotional self-awareness, the next step is to use that knowledge to conduct themselves masterfully in complex and emotionally charged situations.   The leader high in self-management is unlikely to rush headlong into hasty decisions or let their anger lead to poor behavior.  It is vital that individuals in positions of power do not lash out emotionally, as being perceived as out of control will cause them to lose respect.

    3. Effective Communication

    Individuals with strong emotional and social intelligence usually are skilled communicators. Their emotional self-awareness, empathy and their optimism help them communicate positively and comfortably with many kinds of personalities and they are able to clearly convey ideas and directions -- knowing what to say in order to inspire and motivate others. These emotional intelligence factors increase the chances that this is a leader that others will follow.

    4. Social Awareness

    Leaders with emotional intelligence are well tuned to not only their own feelings but also the emotions of others.  They are able to sympathize with others by putting themselves in the employee’s shoes. They are capable of understanding other people’s perspectives and empathetically communicating their understanding; they are able to express that they care for their followers. If the manager or leader is not seen as empathizing with their employees, he or she will find it difficult to maintain respect or loyalty.

    5. Conflict Resolution

    In the workplace, there’s always the risk that emerging conflicts can threaten a positive organizational culture as well as harm productivity. However, leaders with high emotional and social intelligence are best equipped to help manage conflicts, be appropriately responsive and help craft effective solutions.  Leaders high in EI use their emotional intelligence to develop an inclusive, engaged and effective workplace culture.

    Four Steps to Develop Emotionally Intelligent Leaders

    Step One:  The first step to develop more emotionally intelligent leaders is to establish agreement between the coach and the employee that the leader is interested in becoming a peak performer.  Then you show the leader that the research demonstrates that to be a peak performer means to have well developed emotional and social intelligence.

    Step Two:  Next, administer a valid emotional intelligence assessment to obtain a baseline and identify EI competencies to fine tune. Based on my research, presented by invitation to the American Psychological Association, the most valid and culturally fair of the emotional intelligence assessments is the Emotional Quotient 2.0 (EQI2.0). 

    Step Three:  Once the EQI2.0 results are available, conduct a coaching session where the client selects EI competencies they want to fine tune, aligned with important values and organizational goals, and set up a coaching plan with action steps to move forward. 

    Step Four:  Next help the leader develop an accountability process to make sure they practice the new, desired emotionally intelligent behaviors at every available opportunity. 

    How, When and Where:

    EQI2.0 Certification Special for ATD-LA Members -- Register by March 3rd to save $100 on early registration.

    ATD-LA has scheduled a special, discounted EQI2.0 Certification on March 24th and 25th in Culver City. 

    Attending the certification training will:

    Allow you to administer the EQI2.0 Self-Report and the EQ360 Multi-rater report, generating a valuable 21 page report complete with thorough development and coaching suggestions tailored to the client.

    Prepare you to teach a one-day workshop on Emotional and Social Intelligence. 

    Provide you with four free scorings of an EQI2.0 Workplace report allowing you to immediately recoup the cost of the investment in certification,

    Benefit you with your own one-on-one individual coaching session to review your EQI2.0 report with a master coach.

    Click here for more information on ATD-LA’s discounted EQI 2.0 Certification training being held on March 24 and 25.

  • 02/04/2016 1:47 PM | Anthony Lewis




    New Year and new ATD!


    Career Development


    Global Talent Management


    Training Fundamentals


    Innovation and Trends in TD


    Learning Technologies


    Designing Learning / Instructional Design


    TD Essentials


    Change Management


    Coaching and Mentoring


    Advanced Training Facilitation and Delivery


    Employee Learning

  • 02/03/2016 12:13 PM | Anthony Lewis

    13 Common Mistakes Using 360-Degree Feedback Here’s how to avoid some common mis-steps when implementing multirater feedback. By Scott Wimer & Kenneth M. Nowack ________________________________________________________________ 

    Imagine having returned from a conference where you heard reports on the power of 360-degree or multi-rater feedback. Excited by the Prospect of introducing it in your organization you start sharing your enthusiasm and find that others are interested and receptive. After much discussion, you receive the go-ahead from your manager. Now, your challenge is to figure out the best way to implement it. First, you decide to do some informal benchmarking. As you read about multi-rater feedback, talk with colleagues and attend workshops, it becomes apparent that it’s a complicated subject with many options for design and implementation. At times you even wonder whether 360-degree feedback is the potent tool for performance management and organizational change it’s hyped to be or just another management fad. Your initial research reveals varied results. In some organizations, people rave about multi-rater feedback, claiming it’s the cornerstone intervention for individual and organizational change; others say it has left people feeling betrayed, broken confidences, and heightened cynicism. There are commonalities in the successes stories and in the failures. Most organizations using the best practices anticipate potential mistakes and plan actively how to avoid them. You want to make sure to address the pitfalls before embarking on your own 360-degree process. The successful implementation depends on whether it truly addresses and is perceived to address, important performance issues in your organization. When done well, multi-rater feedback systems can lead to enormous positive change and enhance effectiveness at the individual, team, and organizational levels. Here are 13 common mistakes to avoid when implementing a multi-rater assessment:

    Attached is an article written by Scott Wimer and Ken Nowack. Provided with permission of Scott Wimer. 13_Mistakes_of_360_Feedback (1).pdf 

  • 01/24/2016 10:20 AM | Anthony Lewis

    Chapter Leadership 2016


    The Association for Talent Development, Los Angeles Chapter, is excited to welcome its new board of directors. As a team of volunteers that give their time and expertise, they will partner with members and though-leaders to provide solutions and guidance. Please reach out to congratulate the new board members and introduce yourself to them at the next chapter event.  Learn More

    Chapter President

    Anthony Lewis

    Anthony Lewis has volunteered at ATD-LA for more than ten years. Many will recall his work with the mentoring program. As the Sr. Mgr. of Organizational Effectiveness & Talent Management at Yamaha Corporation of America, he leads the corporate functions with comprehensive change management, succession planning, leadership development and workforce planning strategies. View our profile on LinkedIn


    Katrina Baker

    Katrina Baker, author of LMS Success and The LMS Selection Checklist, is a learning technology mentor for chapter members. In the past, she led the Director of Technology position. Going forward she will be leading the financial responsibilities for the chapter. This includes budget, accounting, membership and records management. View our profile on LinkedIn

    Director of Membership

    Steve Antonie

    Steve Antonie volunteered as the ATD-LA Manager of the Mentoring Program and Academic Outreach. He will continue managing the mentoring program in addition, as Director of Membership. As the Talent Management Analyst at Cetera Financial Group, he manages recruiting, learning, professional development and performance management programs to optimize employee and organizational effectiveness. View our profile on LinkedIn

    Director of Chapter Meetings

    Ben Sieke

    Ben Sieke volunteered as the ATD-LA Manager of Sponsorship before accepting this role at Director of Chapter Meetings. He is a highly-motivated professional and an experienced facilitator with skills that adapt to diverse audiences. He leads the management and coordination of chapter meetings and social mixers. View our profile on LinkedIn

    Director of Events/Workshops 

    Taleen Mena

    Taleen volunteered as the ATD-LA Manager of Events before accepting this role as the Director of Events. She is a results-driven professional with a solid career track in sales organizations, healthcare and leading talent development initiatives. In this role, she will lead the management and coordination of the learning events, workshops and conferences. View our profile on LinkedIn

    Director of Special Interest Groups

    Janie Honeycutt

    Janie has volunteered as the ATD-LA Director of Special Interest Groups over the past years. She will continue this role going forward. Janie has a wealth of knowledge as she plays a vital role in the bottomline success for the organizations that she serves. Her expertise includes change management, performance coaching and workshop facilitation. View our profile on LinkedIn 




    Vacant, join the team


    The ATD-LA Chapter Secretary provides administrative and communication support to the chapter members and board of directors by recording meeting minutes, writing chapter correspondence, and ensuring communication of chapter proceedings and records. Click here to apply  

  • 01/14/2016 8:50 AM | Anthony Lewis

    My name is Abdulaziz (Aziz) Alshgeri and I am PhD candidate at Wayne State University. I am currently conducting a research study to explore how needs assessment is applied as a precursor to change initiative and to what extent leaders utilize it in change management processes.

    I am currently seeking professionals to participate in this study. If you are: 

    • In a leadership position (CEO, CFO, VP levels, etc.)
    • Business owner
    • Anyone who is involved in recommending and/or implementing organizational change strategies (manager, consultant, change agent, etc.

    Please share your experiences and practices by clicking or copying and pasting this link in your browser bar to take the survey:

    The survey should take no longer than 15 minutes. Please kindly complete the survey by February 29, 2016. 

    Once you complete the survey, you will have an option to enter a random drawing to win one of four prize, which include a ($200, $150, $100, or $50) VISA gift cards. Your information will be confidential and will not be used to track your specific responses.  Please share this research invitation to whom you think may be appropriate for this study.

    The faculty advisor for this project is Dr. Ingrid Guerra Lopez and can be reached via email: If you have any questions regarding this study, please contact me at or

    Thank you for your time and consideration,

    Aziz Alshgeri​

    Aziz Alshgeri

    PhD Candidate (Performance Improvement) - Wayne State University
    Master of Business Administration (MBA) - Wayne State University
    Vice President of Finance - International Society for Performance Improvement, Michigan - ISPI-MI
    Cell: (419) 320-5658

ATD-Los Angeles Chapter
9852 W. Katella Ave. #187
Anaheim, CA 92804
Chapter Code: CH8028

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