April 21st – April 23rd, 2015 The Westin Atlanta Perimeter ...the-tma.org › wp-content › uploads › brochures › high-potential-conference.pdfwill be an HR team experiencing

April 21st – April 23rd, 2015The Westin Atlanta Perimeter North Hotel // Atlanta, GA

P otential is the next wave of talent-spotting. Companies need to focus less on people’s competencies when filling a job and more on the qualities that will let them pivot with the times. That’s especially critical

when picking someone for a leadership role. The world is simply too fickle and fast-moving these days to know what any job will require. You have to start with the right mindset, the skills that make you successful today might not be so important tomorrow.

Research suggests that more than two-thirds of companies are misidentifying their high-potential employees jeopardizing long-term corporate performance. This failure drives true HiPos—those who demonstrate the attributes to be successful future leaders—to pursue positions with potentially competitive organizations willing to invest in their development. In order to keep top talent in house and maximize bottom-line results, companies must re-evaluate and reinvigorate their HiPo programs. Precise identification of high potentials requires applying a consistent language of talent, and properly calibrating the system to measure it.

High-potential employees are seen as almost twice as valuable to their organizations as employees who are not high-potentials. That is easy to understand when you look at the relationship between leadership bench strength and organizational performance. Organizations with stronger leadership bench strength show double the revenue and profit growth of organizations with weaker bench strength. These levels of performance are the promise that drives investment in high-potential programs.

Leadership remains the top human capital concern and the largest “readiness gap”. Many organizations cite the need to develop leaders faster, globalize leadership programs, and build deeper bench strength. To this end, organizations are putting their money where their mouths are (so to speak), with leadership development spending up from past years. Organizations are struggling with leadership gaps at all levels—from first-line supervisors through top leadership. These gaps can only be filled through a sustained commitment that identifies potential leaders early on, nurtures the skills of young leaders, and continually develops midlevel and senior leaders.

The 4th Annual Assessing & Developing High Potentials conference will feature insightful and practitioner led sessions to further enable human capital management professionals to become a strategic partner to the business in the talent assessment and development process. Learn from the best on: selection and assessment methodologies, blended learning approaches, and accelerated development programs.

FOCUSED SESSIONS WILL TACKLE: » High Potential program design and implementation » Aligning High Potential Selection and Development with Organizational

Culture and Business Needs » Creating and sustaining a leadership pipeline » Promoting bench strength » Engaging and retaining High Potentials » Establishing a Leadership Competency Model » Supporting leadership development efforts with data analytics » Effective succession management » Identifying and growing global leaders

Visit us online at the-tma.org/high-potential/

Network with Speaker Faculty and Event Participants including: C-Suite Executives, CHRO, VP HR, SVP HR, COO, CFO, Director, Deputy Directors, Managers and Team Leaders and executives with responsibilities in:

Human Resources, Talent Management, Talent Acquisition & Recruitment, Leadership Development, Organizational Development/Effectiveness, Human Capital Strategy, Learning Talent Development, Executive Coaching, Executive Assessment, Executive Development, Succession Planning, Management Development, High potential program development and implementation

NETWORKING OPPORTUNITIES

CONFIRMED SPEAKERS INCLUDE:

» Ron Lawrence, Vice President Global Talent Management, VF Corporation » Jennifer Large, Vice President Talent, Fluor Corporation » Dina Coppola, Director Talent Management, CSX Corporation » Rich Rischling, Faculty Leader, Executive & Senior Leaders, GE Crotonville » Jodi Davidson, Director Diversity & Inclusion Initiatives, Sodexo » Dave Moffatt, Director Global Leadership Development & Training, Emerson Electric » David Mahl, Director Senior Leader & High Potential Development,

Pfizer, Inc. » Keami Lewis, Leadership Development Consultant, Facebook, Inc. » Dan Gallagher, Senior Vice President Strategic Growth Initiatives, Comcast-Spectacor » Wendy Savlin, Manager Talent Development, Sprint Corporation » Gale Halsey, Chief Learning Officer and Director Global Learning & Organizational Development, Ford

Motor Company » Rich Wellins, Ph.D, Senior Vice President, Development Dimensions International » Eric Hanson, Executive Consultant, Development Dimensions International » Brent Bolling, Managing Director, Development Dimensions International Canada » Chrissy Miller, Client Development Executive, Development Dimensions International » Bruce Marks, Director, Global Strategic Partnerships, Development Dimensions International » Anthony Griswold, Head of Leadership Development, Xerox Corporation » Kim Ruyle, Ph.D, President, Inventive Talent Consulting, LLC » Michelle Maldonado Associate Vice President of Corporate & Strategic Relationships for American

Public University System Creator and Managing Editor of Inspire » Gregory A. Ketchum, Ph.D. Principal, TalentPlanet® » Dr. Suzanne Minarcine Professor and Faculty Director for School of Business at American Public

University System

» Nereida (Neddy) Perez, Vice President Global Diversity & Inclusion, Talent Management at Ingersoll Rand

PRE-CONFERENCE WORKSHOP DAY - APRIL 21ST, 2015

8:00am Registration

8:30am – 5:00pm: Workshop A: Accelerating High Professional Development

Program OverviewOrganizations rely on functional-technical experts to drive innovation and achieve competitive advantage. Developing leadership capabilities in experts is essential but challenging. Fast-track, high potential experts – high professionals – have different development needs than other high potential talent. They should be developed differently, engaged differently, and deployed into job assignments differently. The Accelerating High Professional Development Workshop explores talent management practices that develop high professionals and enable them to champion innovation, manage change, and advance to senior strategic roles in your organization. In addition to talent management practices, this session provides case studies and research to illustrate OD and general management practices that promote innovation.

Objectives » Define high professional talent and contrast with high potential generalist talent » Explain how to accurately identify and assess potential to avoid false positives » Explain how high professional talent and deep expertise drive innovation and business strategy » Describe guiding principles for developing, engaging, compensating, and deploying high

professional talent » Describe how to differentiate and brand a career track that engages high professionals and promotes

development of deep expertise » Explain characteristics of organizational culture that promote cross-boundary collaboration,

innovation, and knowledge sharing by high professionals » Describe coaching and mentoring strategies to help high professional increase their influence and

impact » Enhance your organization’s talent management strategy and capabilities to better leverage high

professional talent » Describe effective methods to educate line managers and executives to raise the bar on talent

management sophistication across their organization » Link your talent management strategy to the organization’s strategic innovation initiatives

Workshop Materials » Reference slides with notes section » Lessons from a CEO’s Journal: Leading Talent and Innovation by Kim Ruyle » References and additional recommended resources

Kim Ruyle, Ph.D, President, Inventive Talent Consulting, LLC

HRCI ApprovalThis Workshop has been approved for the following creditsRecertification Credit Hours Awarded: 4.50Specified Credit Hours: HR (General)

PRE-CONFERENCE WORKSHOP DAY - APRIL 21ST, 2015

8:00am Registration

8:30am - 5:00pm Workshop B: Put Your Talent In the Driver’s Seat - Building Leadership to Fuel Your Succession Strategy

Program OverviewYou know why succession management is important — you need talent at the top, you need to prepare leaders to step into key positions, you need people to execute on your business strategy. You know you can’t afford to ignore your leadership gaps any longer.

But HOW do you actually do it?

Join us and we’ll take you ‘’under the hood’’ of how to assess current leadership talent against immediate and emerging business demands, and how to accelerate leadership development.

This hands-on workshop is a simulation of the creation of a succession management strategy. You and your peers will be an HR team experiencing an end-to-end talent solution for identifying leadership potential and readiness and accelerating the right leaders in an organization with the right growth strategy.

Objectives:

» Define the six imperatives for leadership acceleration and a measurement of where you stand in each in your organization

» Examine how to create human capital strategies that begin with your business strategies » Identify how your business strategies inform your competency model » Look at the key traits for identifying leadership promise and think about how you would use these in

your organization » Examine how to look at leadership readiness and think about readiness across the whole pipeline » Learn the five questions to ask your senior leaders

Eric Hanson, Executive Consultant, Development Dimensions International Brent Bolling, Managing Director, Development Dimensions International Canada

HRCI ApprovalThis Workshop has been approved for the following creditsRecertification Credit Hours Awarded: 4.50Specified Credit Hours: HR (General)

MAIN CONFERENCE DAY 1 - APRIL 22ND, 2015

7:30am Registration

8:00am: Opening Keynote: Six Proven Practices for Developing Self-Aware Leaders

Our work constantly challenges us to find faster and better ways of doing things – to reinvent. Yet, the speed of business pushes leaders to maintain a pace that is exhilarating one day and exhausting the next. Leaders that move too fast risk missing important pieces of data that feeds solid decision-making. Self-Aware Leaders slow themselves down to speed themselves up.

This interactive session serves two audiences: (1) conference participants focused on their own leadership development and (2) training, talent and HR leaders responsible for designing and implementing leadership development. Based on the book, The Self-Aware Leader (ASTD Press, 2012), author Dan Gallagher presents practical and relevant practices validated in his work at Comcast University and research on over 700 leaders.More specifically, Dan shares his model for self-awareness rooted in four pillars that change the way you approach your work, your team and your business:

1. An above average network and support system2. A proficiency in critical and systems thinking.3. A savvy perspective of the political landscape.4. A courageous drive for magis (more for the good of others).

Dan Gallagher, Senior Vice President Strategic Growth Initiatives, Comcast-Spectacor and Author “The Self Aware Leader”

*Chief Executive 2014 Best Companies for Leaders

8:45am Book Signing Break

8:55am: HiPo Leadership and Culture Development - Adopting an Enterprise Mindset

Developing and unleashing potential among senior leaders requires unique learning strategies, and can yield significant individual and collective gains. In this session, Rich Rischling traces the creation and launch of one of GE’s newest Crotonville offerings, the Experienced Leaders Challenge (ELC), an immersive course that illustrates the power of transformational learning in today’s complex environment. Through case studies and examples, Rich shows how ELC equips and inspires participants to adopt a more open, adaptive mindset – from self-discovery exercises that help experienced executive leaders shape performance and environment, to small-group “teachback” sessions that translate learning into action, to business-specific challenges that ensure leaders apply their learning in ways that maximize customer value. Rich shares the range of insights into development and culture that emerged through ELC’s first full year, and offers a perspective on why courses based on the ELC model can spark new ways of working that enhance enterprise performance and ongoing organizational culture development. Rich Rischling, Faculty Leader, Executive & Senior Leaders, GE Crotonville

*Chief Executive 2015 Best Companies for Leaders,*Hay Group 2014 Best Companies for Leadership,*Aon Hewitt 2014 Top Companies for Leaders

HRCI ApprovalThis event has been approved for the following creditsRecertification Credit Hours Awarded: 13.75Specified Credit Hours: HR (General)

MAIN CONFERENCE DAY 1 - APRIL 22ND, 20159:40am: What Drives Your Leaders in Today’s VUCA World? - The Questions You Can’t Afford to Ignore Volatility. Uncertainty. Complexity. Ambiguity (VUCA). These four words sum up today’s complex business climate. So how well-equipped are leaders to succeed in this new environment, and what are organizations doing – or failing to do – to prepare them? Every company is at risk of failing to deliver sustainable growth, retaining customers, developing more innovative products and attracting, engaging and retaining employees. At the apex of that success is effective leadership at all levels. This highly-interactive, audience-participation-mandatory session will answer these questions and more:

» How wide is the gap between competencies required to flourish in a VUCA-business world and leaders’ current skill levels in these competencies?

» Who is better prepared to lead in tomorrow’s world? Women or men? » What proportion of high potentials is ready to quit the first chance they get?

Join us as we explore findings from this landmark study conducted by DDI and the Conference Board that includes candid responses from 13,000 leaders and 1,500 human capital professionals around the world.

Rich Wellins, Ph.D, Senior Vice President, Development Dimensions International

* TrainingIndustry.com 2013 Top 20 Leadership Training Companies

10:25am Morning Break

10:45am Transformational Development for High-Potential Employees The corporate adult learner brings a very focused set of needs and expectations to event-based learning and development experiences. The high-potential leader brings additional, unique, and powerful expectations and demands to those same learning experiences. The challenge for the program developer is to match the curriculum and delivery methods to these expectations to ensure maximum behavioral changes. The goal is to challenge emerging leaders to unlearn ineffective behavior, relearn how they see themselves and are seen by others, and to ultimately transform their approach to leadership.

» Traditional adult learning theory suggests that adults: » are internally motivated and self-directed » bring life experiences and knowledge to learning experiences » are goal oriented » are interested in relevancy » are practical » like to be respected

For today’s high-potential leader these expectations and traits are amplified and more demanding than the typical adult learner. In many cases, these emerging leaders can be even more resistant and skeptical of leadership training than is typical. This is because they are acutely aware that what they know and how they perform is already more successful than the average person. They bring additional unique traits and expectations to the table such as a need for:

» new learning insights and skills rather than just improving their existing skillset » immediacy in the learning experience » an expectation for multiple and rapid learning modes » intense and challenging situations, with opportunities to demonstrate leadership acumen » an association with colleagues of equal or superior abilities » developing self-awareness and emotional intelligence

The high-potential learners benefits most from learning environments that are demanding enough to transform some of their basic beliefs and behaviors. This presentation will provide an overview of how to craft a program to address both the basic adult learning needs as well as the heightened expectations of the emerging leader.

Dave Moffatt, Director Global Leadership Development & Training, Emerson Electric


MAIN CONFERENCE DAY 1 - APRIL 22ND, 201511:30am: Accurately Identify High-potential Leaders: Reveal the talent that will take your organization to the top!Learn about the seven key signposts for identifying leadership potential, including the keystone, learning agility. We will share a best-in-class case study about an organization who succeeded in identifying key leadership roles and how they got there. Please join this presentation to equip your organization with actionable, research-backed insight allowing you to make the right decisions about who can successfully lead in your organization to produce real results and reveal true leaders.

Carson Golden, Senior Consultant, Korn Ferry Leadership and Talent Consulting Lisa J. Niesen, Esq. Senior Product Manager, Korn Ferry Leadership and Talent Consulting

12:15pm Lunch

1:15pm: Hold On To Your HIPOs – Managing the Engagement and Expectations of High Potential Leaders The need for organizations to retain and grow high potential leaders has never been greater. Key talent is the core of every corporation. It drives innovation, market share and organizational leadership. Top talent is in higher demand than ever as organizations grapple with change initiatives, leaner workforces, early retirements and workforce generational transitions as the Baby Boomers begin a mass exodus from corporations. For managers and employees alike, realities can contribute to stressful work environments, and even high potential leaders are at risk of disengagement, derailment, or premature departure from your company. Your high potential leaders help your company navigate economic downturns, create new products, and develop ancillary target markets. Retaining them is a corporate mandate and critical to the success of any organization, so knowing what makes them tick and finding ways to appeal to them is essential. But do you know what your high potentials are really thinking? Do you know how you’re really doing in retaining them? Do you understand which opportunities really engage high potentials and which act to demotivate? In this session you will learn answers to all of these questions, and how the VF Corporation, one of the world’s Top Companies for Leaders, is addressing these shifting attitudes about transparency, career development and rewards to insure high potential leaders stay and prosper in their organization.

Ron Lawrence, Vice President Global Talent Management, VF Corporation

*Aon Hewitt 2014 Top Companies for Leaders*Chief Executive 2015 Best Companies for Leaders

2:00pm: Higher Vision, Higher Calling: Evolution of the Modern Workplace Over the last several years, corporate, nonprofit and other industries have begun to experience a transformational shift in culture expectations and attitudes of across the generational spectrum of their workforce. There is increasing demand for workplaces that equally value and focus on people, planet and profits and for leaders who understand that everything is connected. In this session, we will speak with industry experts about their thoughts on the emerging organizational framework of Conscious Capitalism® and its relationship to traditional leadership competencies that help support modern workplace dynamics, leadership success and sustainability. In this session, you will learn:

» The fundamental principles of Conscious Capitalism® and why they are important for leadership & culture formation » Leadership authenticity its role in performance and effectiveness » Relationship between Conscious Capitalism principles, emotional intelligence, mindfulness and authenticity » The impact of new leadership paradigms on an organization’s bottom line » Practical applications for talent and leadership development models

Panel Moderator: Michelle Maldonado Creator and Managing Editor of Inspire Panel: Gregory A. Ketchum, Ph.D. Principal, TalentPlanet®Dr. Suzanne Minarcine Professor and Faculty Director for School of Business at American Public University System

2:45pm Afternoon Break

3:15pm: Something for All – How HIPO Programs Fit and How They Enhance Overall Workforce Development

Perhaps you already have a highly effective program for identifying and developing your top-performing talent. Or maybe you want to raise the bar on your high potential programs in general. Or perhaps you want to launch an entirely new high potential program. This workshop is for you.

At the center of Fluor Corporation’s development efforts is the conviction that development is for everyone and that leaders exist at all levels in the organization. In this fast paced and thought provoking workshop, you’ll learn how five simple techniques have helped leverage our development programs and extend their reach. With a mindset that “leaders develop leaders,” you’ll see how you, too, can make more effective use of your high potentials and, for little or no cost, touch more people in your organization.

We’ll talk about the value of asking the right questions and how the answers helped us find entirely new ways to use existing programs.

Jennifer Large, Vice President Talent, Fluor Corporation

*Fortune and AON Hewitt 2011 Top Companies for Leaders

4:00pm – 5:00pm Interactive Group Discussion

In this interactive session, delegates will be divided into Discussion Groups where they will have a chance to exchange ideas on a specific topic area. One person will then be chosen to represent the group’s findings and perspective on the subject matter at hand. The objective is to have practitioners in attendance share insight and find common solutions to the matter in question.

5:00pm Conference Day 1 Sessions Conclude

5:00pm Cocktail Reception

MAIN CONFERENCE DAY 1 - APRIL 22ND, 2015

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MAIN CONFERENCE DAY 2 -APRIL 23RD, 2015

7:30am Registration

8:00am: A Leader-Led Approach to High Potential Development

According to a recent study by McKinsey, organizations invest lavish time and money on improving the capabilities of managers and nurturing new leaders as leadership development is considered to be a top human capital priority. Yet multiple studies indicate most investments in leadership development fail to yield significant results. Large global enterprises range in their capabilities to strengthen their leadership pipeline depth and readiness beyond their most senior levels. A part of this challenge is due to lack of resources, budget and time to devote to develop and grow high potential talent at different levels in the organization. In this session, Anthony Griswold, Head of Leadership Development at the Xerox Organization Excellence Center of Expertise, will share the Xerox story and how they are developing and supporting high potentials through the use of leader-led development and career advancement activities. This work recently was recognized by Chief Executive magazine in their list of the 2015 Best Companies for Leaders– where leaders are nurtured and developed three or more levels down the chain from the CEO.

Anthony Griswold, Head of Leadership Development, Xerox Corporation


8:45am: Control Leads to Compliance, Autonomy Leads to Engagement - The Creation of a Real Learning Culture

Bersin by Deloitte tells us what most of us already know: “The single biggest driver of business impact is the strength of an organization’s learning culture.” But most actions and tools deployed by L&D professionals center on control. Control of purchasing, content, hosting, consumption, reporting. The paradox is by controlling the process, every action you take to foster learning is likely suffocating your culture of learning. In this session, Patrick Marchand, Director of Client Success at Degreed will highlight: • How to take the leap & manage the transition towards embracing employee-driven learning• Empowering your employees to make selection, curation and purchasing decisions for their learning• How to create a real culture of learning & win big

Presented by: Patrick Marchand, Director of Client Success at Degreed

9:30am Refreshment Break


9:40am Interpersonal HIPO Development – The Effect of Learning Relationships in Transforming High Potentials into Effective LeadersHigh-potential talent is critical to achieving long-term talent planning while ensuring strong leadership pipeline. Enlist your company’s future leaders through targeted development that achieves enhanced employee engagement, retention and productivity while empowering employees to realize their potential. Through strategic mentoring, knowledge transfer becomes readily available as a mechanism to move your organization’s culture and outcomes forward. Join this session for insights on creating and sustaining relationship rich learning and development.

Jodi Davidson, Director Diversity & Inclusion Initiatives, Sodexo

*2014 DiversityInc Top 10 Companies for Mentoring

10:25am Morning Break

10:45am: Developing High Potential Female Leaders through a Progressive, Diverse and Inclusive Culture Ingersoll Rand recognizes that a Progressive, Diverse and Inclusive (PDI) culture is essential to developing innovative leaders in today’s competitive marketplace and their targeted leadership accountability, development and culture change strategies have delivered impressive results and received powerful accolades when it comes to cultivating top female leaders.

In this highly engaging session, Nereida (Neddy) Perez, Global Vice President and Chief Diversity Officer at Ingersoll Rand, will share practical tips and actionable strategies for delivering a purpose-driven leadership journey, developing high potential change-makers and ultimately creating a progressive, diverse and inclusive culture that propagates performance and results. Nereida (Neddy) Perez, Vice President Global Diversity & Inclusion, Talent Management at Ingersoll Rand


11:30am: The Multifaceted Impacts of High Potential Pipeline Programs in a Corporate-Wide Training and Development StrategyIn today’s environment, it is expected that companies engage all employees while proactively strategizing how best to prepare the workforce for future business needs. Equally important is the criticality to deepen bench strength and build a talent pipeline of upcoming leaders by properly identifying, continually engaging and retaining high potential employees. A primary means to achieve these areas of concentration is by utilizing high potential development programs. These programs are most widely known for expanding participants’ levels of thought and people leadership skills, actively involving them in addressing business requirements, diversifying their internal network and preparing them for future leadership roles. A company’s commitment in programs to develop their high potential employees requires prioritizing investments and dedicating a significant amount of financial means, time and exposure to senior leaders. So how does something that affects a small amount of employees but requires substantial dedication and resources integrate and align with a corporate-wide training and development strategy? How can a company make certain that the strategy speaks to high potentials while concurrently be relevant to all employees? In this session, CSX will address these questions as well as concepts targeting the transparency of “high potential” to all employees, how managers communicate the types of behaviors and performance levels it takes to be considered “high potential” and key objectives and requirements in effective high potential programs.

Presented by: Dina Coppola, Director Talent Management, CSX Corporation

TMA strictly enforces an attendance policy to guarantee the best possible experience for our speakers and attendees. TMA maintains a 70/30 split between practitioners from end user companies and vendors that provide talent management and recruitment solutions. www.the-tma.org

THE TMA DIFFERENCE

12:15pm Lunch

1:15pm Leading Inside, Outside and Globally - Developing High Potential Executives Who Engage Externally, Operate Globally and Mobilize the Organization

Organizations across many industries are facing volatility, uncertainty and global market challenges that require their senior executives to adapt how they lead internally and how they engage external stakeholders. Rapid growth in emerging markets, combined with lower growth in many developed economies, is pushing companies to globalize faster.

In 2014, Pfizer’s CEO invested in a year-long effort to accelerate the readiness of key senior executive talent to prepare them for future enterprise roles. The program positions them to lead a complex organization that will adapt to and shape the healthcare landscape across different geographies. Discussion topics include creating high-impact experiential learning, establishing robust development plans through an in-depth executive assessment, leveraging strategic challenges to build deeper insights into emerging markets, and engaging c-suite executives in the development efforts.

David Mahl, Director Senior Leader & High Potential Development, Pfizer, Inc.

*Hay Group 2011 Best Companies for Leadership

2:00pm Leadership Development Strategies That Accelerate Impact Across Generations

Facebook, like many organizations, is fiercely competing to attract, grow and keep the people who drive success for the organization. Employee and leadership development at Facebook are not just “nice to haves” but are essential elements of our engagement, brand and performance strategies. Facebook is an intellectually curious and adaptive community of people, focused on driving impact, and fostering an open and connected world. Core to our performance culture is the belief that when people have the opportunity to do what they do best every day, there is no limit to what they can achieve. We thrive on optimizing strengths and providing opportunities for our people to grow in a manner that leverages the best of who they are, and who they aspire to be.

Leadership Development at Facebook includes a range of compelling experiences that have been designed by Facebook, for Facebook. We leverage a spectrum of learning modalities that stretch, connect and engage our multi-generational employee population, including our own social media platform. Our systematic approach to learning and development ensures culture, leadership and growth are aligned to individual needs and tangible business results. In this presentation you will discover how Facebook is investing and winning in the talent market through authentic, focused development.

Keami Lewis, Leadership Development Consultant, Facebook, Inc.



2:45pm Afternoon Break

3:15pm The Stories Leaders Tell—How to Leverage Storytelling in Leadership Development

Well-told stories connect people to ideas, provide a greater purpose and make the message or call-to-action come to life. Great leaders like Martin Luther King Jr. and Steve Jobs leveraged storytelling to make a greater impact in their communications. More and more leaders in the corporate environment are recognizing the power of storytelling as well as talent management professionals who support leadership development. How do you develop leaders into storytellers? How can stories be leveraged to develop leaders and engage them? How can stories be used to evaluate the value of leadership programs? How can storytelling drive action? In this session, you will learn the answers to these questions, and how Sprint, one of the Best Companies for Leaders, is using storytelling to build stronger leaders and quantify leaders’ impact on the business.

Wendy Savlin, Manager Talent Development, Sprint Corporation


4:00pm Opening the Highways from New Employee to CEO: Lessons Learned in Paving the Way from Asia to Detroit

The realities of globalization, with increasing emphasis on growth markets, present corporate leaders with enormous challenges in developing the leaders required to run global organizations. Global talent strategies are no longer just “the right thing to do” but are now “the only way to survive and thrive” in today’s business environment. Ford Motor Company has moved from a largely “regional” company to a global company, and as it continues to experience growth in every region, HR has worked with the senior leaders to re-examine the definition of “global talent” and challenge the existing paradigms about how to develop global leaders. This session will discuss best practices in developing talent, especially in growth markets, with particular emphasis on critical success factors and lessons learned from around the world.

Gale Halsey, Chief Learning Officer and Director Global Learning & Organizational Development, Ford Motor Company


5:00pm Conference and Day 2 Sessions Conclude


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2 Day Conference $1,995.00

Conference + Wkshp $2,595.00

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Payment Policy: Payment is due in full at the time of registration and includes lunches and refreshments. Your registration will not be confirmed until payment is received and may be subject to cancellation. Please go online to: http://bit.ly/pADvji to view our cancellation policy.

Fax form to 281-552-8914, Call 888-339-9599 or Email [email protected]

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VENUE INFORMATIONThe Westin Atlanta Perimeter North Hotel 7 Concourse Parkway NE • Atlanta, GA 30328Tel: 888-627-8407

The Westin Atlanta Perimeter North is situated on a private lake and is the premier choice when searching for hotels near Atlanta. Our Perimeter Mall hotel is conveniently located less than 2 miles from the mall and just 30 minutes from downtown, the Georgia Aquarium, and Atlanta’s retail and entertainment district - Atlantic Station, and many other things to do in Sandy Springs. We’re a welcome retreat whether you’re traveling for business or leisure. Learn more about our new restaurant, Savor Bar & Kitchen.

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April 21st – April 23rd, 2015 The Westin Atlanta Perimeter ...the-tma.org › wp-content › uploads › brochures › high-potential-conference.pdfwill be an HR team experiencing

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