The Learning and Development Center

The Center for Excellence

Big image

Access New Professional Skills at the Learning and Development Center

A division of HR
Big image

Featuring Omar C. Reid, Human Resource Director of the City of Houston

This interview with Omar C. Reid, the Human Resource Director of the City of Houston, was conducted and condensed by Mahogany Johnson.

MJ: You've been HR Director of the City of Houston for four years—but let's not start there. Instead, I'm curious about a different line in your résumé: at one point, you were a Regional Human Resource Manager for United Parcel Service (UPS). How did that influence your path?


OR: I want to make a correction to your “HR Director for four years.” I've actually been HR Director for 4 years, 7 months, 30 days and as of right now about 8 hours since it’s 4 o’clock. I want to make sure that I get credit for all my time. I've certainly enjoyed my time here, and my time at UPS helped me prepare for this position. UPS was a company that gave me a great foundation in a couple things. One is accountability and how to hold not only yourself accountable, but how to hold others accountable. UPS is a company that is driven by numbers, and I learned to manage through those numbers and also to hold people accountable through those numbers. I don’t want to take away the people part of it, but certainly the foundation that I got in accountability was learned at UPS, and that translated very well here into helping us achieve a lot of the results that we have driven. I used to have a boss that had a plaque in his office that said, “Effort is nice, results count,” and that certainly is how we've measured and maintained ourselves every day.



MJ: Can you talk about your vision for the future at the City of Houston?


OR: I was reading a John Maxwell book last night and it came to me, and I think that this is perfect. The main job of a leader is to create momentum. If you think about turning a ship when it is still, it is very difficult. What we've been able to do and my vision for the future here for the City of Houston is to continue in the HR department, to be a customer-focused department where we are strategic partners with the other departments in the missions that they are trying achieve. I’m sure that no matter how good a product we can create in the HR department, if the other departments don’t need it then it’s going to be useless. And so our job as HR Professionals is to listen to the needs of our customers and then create things that are responsive to those needs.


My vision is the same as it was when I walked into the department; customer focused, value-added, people-centered, and matrix-driven. And those other things that we do from a transactional perspective to continue to use technology to improve the services we deliver to both the city and the citizens.



MJ: When I hear this I think about the future of the workforce and current and future trends in the workforce. So it is nice to know that we are right in sync with all of that.


OR: There’s no coincidence that those things are in sync. We look at the trends, we study them and certainly as leaders we have to make sure that we are leading, and on that leading edge of those trends that you mention. As we bring millennials and those newer employees into the workforce, we have to make sure that our policies are in sync with some of the things that they’re expecting. As you continue to have an intergenerational workforce, you have to make sure that your policies and practices are in place for everyone in the workforce and not just a particular demographic.



MJ: The vision you're laying out is around customer focus, data and innovation, but one of the big tensions today is between growth and austerity. And in the City of Houston, we're trying to figure out how to grow and transform—but on less money and, frankly, in very stressed fiscal circumstances.


OR: Dr. Lawson who’s over the library department has a saying, “There’s no such thing as doing more with less, there’s doing different with less.” And one of the things that we have to translate that into is what different priorities might we establish as we find ourselves in these austere times? Some of the things that you can do during austere times is look at the way processes are done, because there’s probably some inefficiency. Making those processes more efficient translates to not necessarily reduction in staffing, but increases in efficiency. This allows you to maintain the same type of staffing model that you might have had in the past. However, there are also some things that you may be doing that are non-value added. And so the question becomes, in austere times why do you keep doing those things that are non-value added? It’s a refocus and a recalibration of what you are asked to do and what you are asking your people to do to make sure that those things are in sync with what is providing the most value to the consumers of the services that you provide.



MJ: What's the City of Houston’s roadmap for FY15 transformation and beyond?


OR: In the HR department particularly, we’re focused on two things: one is having employees work safer. I believe that there is an opportunity across the city if you look at our trend in history of workers compensation injuries, to have employees work safer. We’re averaging about 140 injuries per month, which is way above what I think an organization of this size should have. And so we are diligently working toward reducing the amount of injuries and driving down our workers compensation costs, which is about twenty million dollars per year.


The second thing that we need to focus on as a department is what I’ll call the organizational development side of the department, and that is making sure that we start to look at how we staff the city of the future and not necessarily the city of today. And that means looking at things like, talent management, succession planning, and organizational development, and making sure that we are looking to fill those gaps that we start to see as baby boomers exit the workforce. We've got to have a plan in place, and that plan has to start maybe with some rotational assignments for those individuals who show potential and who can do more when given more opportunity.



MJ: What are your top challenges for this year? What are the things that keep you up at night?


OR: I think anytime you deal with an organization as large and as complex as the City of Houston. Challenges change from week-to-week and from month-to-month. I don’t think that there is one single thing that keeps me up at night, but I think maintaining a balance between innovation and institutional knowledge is a high priority on my list, and it is something that I am constantly looking at. Making sure that our health benefits remain affordable for our employees is something that is a high priority on my list. Making sure that we have a workplace where everyone has an opportunity to be successful is a high priority on my list. I also think that there are going to be fires all the time that a person in my position has to put out. However, I think you learn to balance those fires as you become a more seasoned executive and you realize that those things are going to happen no matter how hard you plan and try to avoid them.



MJ: What advice would you give to your former self? With regard to your role as HR Director for the City of Houston.


OR: The first bit of advice that I would give my former self is that you have to build relationships if you’re going to be successful. And the faster that you can build those relationships, the faster that you’re going to be successful in what you’re trying to accomplish. The other advice I would give my former self is to discover talent faster. I think that’s a better road map because the talent that you discover faster can help you get to your desired results at a much more rapid rate. I think one of the things that is unique about an organization such as the city is its bureaucratic structure, which can make it difficult to get people in the right seats to help effect change. Given the nature of the city and of this department it just takes time to get people in the seats where they can be the most productive in transforming our organization. And so bringing in talent at a more rapid rate, if possible, but certainly that’s dictated by budget and different positions. Then you also want to give those people who are established an opportunity to show if they can produce.



MJ: I noticed that you are very active in the community. What are some of your favorite pastimes / hobbies?


OR: Certainly mentoring young men is one of the things that I think is extremely important and that I derive the most pleasure from. I get the greatest amount of joy from providing mentorship to young individuals, either through personal interactions or through my church affiliation. I get a tremendous amount of fulfillment out of that, and also I have a personal reason for doing that. I have a daughter and one day I want my daughter to have a husband, and I want that husband to have been mentored correctly. A lot of young men right now don’t have a role model in their lives to mentor them, so as much as I possibly can I try to provide that type of role model to young men, either personally or through my church. I also believe in giving back to the community because the community has been so good to me. What I mean by that is I've served on all types of boards and I think I accredit a lot of my leadership style to serving in leadership positions on those boards. The leadership style and philosophy that I've developed has been because I have been over men’s ministries, fraternities, and if you can get African American men to do something on a consistent basis, and it’s very successful, it’s easy to lead people in this type of endeavor.


A lot of community service positions have helped me figure out how to interact and motivate people in work settings. I've taken those things and translated them over here. I always recommend to young people to become active in their community, to serve on boards and be a part of organizations where they can learn those leadership skills and make mistakes, because if you make a mistake there, no biggie, whereas you make a mistake here, five million dollars and everyone is looking at you like what happened to our five million dollars Omar? So if you practice those skills I think that it will help you to be successful as you are put into positions of additional responsibility. You've heard me say before and I continue to say, “Success is where opportunity meets preparation.” No matter how much preparation you get, if you don’t get an opportunity, you’ll never be successful. And no matter how much opportunity you get, if you haven’t prepared yourself, you’re not going to be successful. I find that those types of community service events are invaluable in helping people get both the opportunity and the preparation in becoming a successful leader.



MJ: Any final remarks. Is there anything you’d like to share with people or anything you wish they knew more about you?


OR: One, I love this job. On a scale of one to ten, this job is an eleven. I’m excited every single day to get to work and have an opportunity to serve in this capacity, and I look at this as a servant role and not necessarily a leadership role. I am here to serve the people and that’s the reason why I still read all of my own emails, because I am a servant first. I truly believe that I have the best job at the City of Houston. I would like for people to know that when I am doing things, I am not necessarily doing them with myself in mind. I’m doing things with others in mind. While asking myself, what is best for the City of Houston? What is best for the employees of this department? What is best for the employees of the City? If I happen to come out a winner that’s great, but I put myself third; with God being first, family second and Omar third.


I also have a strong desire to see others succeed. It is so fulfilling to me to see others live up to their fullest potential. I truly believe in this quote by President Barack Obama, “We are the ones, we have been waiting for.” A lot of people look around and say who and they keep looking, but it’s actually we. We are the ones who are going to effect the change that we've been looking for. And I would like to close with one of my favorite quotes from Nelson Mandela. I’ll tell you the story as it was conveyed to me. Obviously, Nelson Mandela was a president of South Africa, but at one time he was an activist, he was an anarchist and he was a prisoner who went to the presidential palace. He was being interviewed after he had ascended to the presidency of South Africa and for the life of me I can’t find the question, but the question isn't as relevant, the answer is far more powerful, and his answer is this, “Impossible is only impossible until it is done.” And that’s how I live my life every day. I don’t believe anything is impossible, because if things were impossible I wouldn't be sitting here today. I could’ve easily said that I don’t have the background or the pedigree to be sitting here in this office doing this job. So, nothing is impossible, we all have the potential to do it and I have failed at more things in my life than I've succeeded at.

A Message from Our CELO

Feature Article: Wealth Can Be Stealth, by: Noel Pinnock, BS, MPA, CPM, CA, CCC


“Leadership begins with you and accomplishments rest in the arms of those who you lead and inspire” is a quote I stress in my team meetings. When I serendipitously constructed the statement, I did not truly realize its impact and cascading effects. Productivity and morale increases when people possess ownership and it is this dynamic that drives organizational, community and personal success.


Leadership is a process by which a person influences others to accomplish a predetermined objective and directs the organization in a way that makes it more cohesive and coherent. Success can be defined in many different ways. According to the Merriam Dictionary, success is the achievement of something planned or attempted. Obtaining success is not an insurmountable task, but it is intentional; it is not an enigma, but it is predicated by leadership.


Are leaders born? Well, this is a highly debated question because so many perspectives are floating around. Which of the following statements about leadership are true?


Leaders are born with a natural ability to lead.


Leaders are individuals who have been assigned positions of authority.


The terms “leader” and “manager” essentially define the same role.


If you answered ‘no’ to all the statements, then you are correct. Some believe that in order to be a leader and promote intentional success, the person must have the genetic fortitude or work in a position of authority while others believe that individuals can be trained to function in a leadership capacity. Well, these perspectives are not totally inaccurate because it is my personal belief that great leaders have an innate desire to selflessly serve as well as develop themselves on an ongoing basis to keep their saw sharpened. To that end, everyone and anyone can be a leader; however, there is a major difference between effective and ineffective leadership. U.S. Former First Lady Rosalyn Carter (b. 1927) once said, “A good leader takes people where they want to go. A great leader takes people where they don’t want to go but ought to be.” A leader possesses passion, purpose and practical skills; he or she is not the lone ranger, but rather has a paradoxical blend of humility and confidence.


Are you looking to be a leader in your community, job or home? If your response is yes, then there is not one formula to make the transition. Remember, the leader that positions him/herself too far in front of his/her troops begins to look more and more like the enemy, which means in order to be a leader, you must have followers. Followership is an elected function as people have to elect to follow you and, in return, you must develop a bond of trust with those who share in your vision. Trust is a two-way street. A leader shows that he or she is willing to entrust part of the vision to others in order for them to carry it out (remember my coined phrase). By empowering others to do their part, a leader earns their trust and success is only inevitable.


So, how do you spell success? Well, my response is simply L-E-A-D-E-R-S-H-I-P! Remember, the harvest is plentiful but the laborers {leaders} are few; therefore, pray to the Lord (God) of the harvest, that he will send forth laborers into his harvest (Matthew 9:37-38 NIV). The harvest is ready and there is much work to do! If you are leading, inspiring, informing and educating, then keep up the good work, but if you are not, then it is never too late to start because to obtain true wealth, one must be a leader; one must be prepare to take sail despite the strength of the gale.


The purpose of business leadership is to create wealth – financial and material, human and social – in the face of external developments that are never entirely foreseeable. The CEO must create a CXO team (CXOs are the chiefs of business functions and units) that can successfully carry out this wealth-creating mission. With this in mind, we have explored the tasks that comprise purposeful contribution by members of the top executive team, the CXOs. In doing so, we have examined key business imperatives, and the work of the CXOs and the CEO. True wealth starts/ends and is measured by the many lives that you have led and inspired.


#get-at-it!

New Course Announcement!

Come leverage new tools and innovative methods at the LDC. Learn about the LDC’s unique approach to professional development and make an investment in your future...
Big image

Harnessing Your Employees' Strengths (00020162)

Thursday, Oct. 9th, 8:30am-12:30pm

Learning & Development Center | 4501 Leeland Street Houston, TX 77023

By fostering strengths, developing skills and catering to your employees differing personalities, you will notice immediate positive results that will keep your business on the right track.


Upon completion of this course, participants should be able to identify their employees’ strengths, coach them in developing those strengths, and find the best fit for them within the organization.


This course focuses on:

• Implementing a strengths-based approach to development

• Providing employees with the tools to assess their strengths

• Conducting a positive development discussion

• Identifying a variety of paths to development

• Creating an effective individual development plan



Instructor Led: Bonnie Sandberg

Price: $35.00

Manager Approval Required: Yes

http://lms.coh.gov/Saba/Web/Main/goto/GuestOfferingDetails?offeringId=class000000000016872

Big image
All City of Houston (COH) supervisors and managers are required to participate in this session; however, the participation of all COH employees is encouraged. Sessions will commence October 14 through November 13, 3 per day.

Preventing Workplace Violence - Managers and Supervisors (00021354)

Tuesday, Oct. 14th, 8-9am

Learning & Development Center | 4501 Leeland Street Houston, TX 77023

Violence isn't just a tragedy in the workplace. It is also a liability. This instructor led presentation can improve awareness, reduce the risk of workplace tragedy, and help employees demonstrate tolerance and life-saving concern for their coworkers.


Referencing A.P. 3-21, this training will clarify the procedures for managing and reporting incidents should workplace violence occur.


Instructor Led: Yvette Daniel

Price: $0.00

Manager Approval Required: Yes

http://lms.coh.gov/Saba/Web/Main/goto/GuestOfferingDetails?offeringId=class000000000017910

Preventing Workplace Violence - Managers and Supervisors (00021358)

Tuesday, Oct. 14th, 10:30am-12:30pm

Learning & Development Center | 4501 Leeland Street Houston, TX 77023

Violence isn't just a tragedy in the workplace. It is also a liability. This instructor led presentation can improve awareness, reduce the risk of workplace tragedy, and help employees demonstrate tolerance and life-saving concern for their coworkers.


Referencing A.P. 3-21, this training will clarify the procedures for managing and reporting incidents should workplace violence occur.


Instructor Led: Constance Thompson

Price: $0.00

Manager Approval Required: Yes

http://lms.coh.gov/Saba/Web/Main/goto/GuestOfferingDetails?offeringId=class000000000017913

Check Out Our Latest Course Offerings:

Big image

Excel 2010 - Level 2 (00020089)

Tuesday, Oct. 14th, 8:30am-4:30pm

Learning & Development Center | 4501 Leeland Street Houston, TX 77023

This course focuses on:

• Working with more complex formulas and functions

• Using Conditional Formatting

• Sorting and filtering data

• Creating and modifying charts



Instructor Led: Bonnie Sandberg

Price: $35.00

Manager Approval Required: Yes

http://lms.coh.gov/Saba/Web/Main/goto/GuestOfferingDetails?offeringId=class000000000016805

Word 2010 - Level 1 (00020166)

Thursday, Oct. 30th, 8:30am-4:30pm

Learning & Development Center | 4501 Leeland Street Houston, TX 77023

Are you getting frustrated with learning Word? Do you use Word regularly but wish you knew more shortcuts and other features? This course is for you.


This course focuses on:

• Creating and saving a document

• Editing a document

• Working with Word’s indent feature

• Selecting entire sentences, lines, and paragraphs quickly

• Using the Office clipboard

• Adding bullets and numbering

• Selecting a bullets or numbering style

• Showing and hiding non-printing characters

• Creating an Auto-text

• Using Word’s Find and Replace feature


This is a hands-on class. Participants will receive a step-by-step manual. Class files will be sent to participants to use for review of the manual.


Instructor Led: Bonnie Sandberg

Price: $35.00

Manager Approval Required: Yes

http://lms.coh.gov/Saba/Web/Main/goto/GuestOfferingDetails?offeringId=class000000000016876

Upcoming Industry Webinars & Events

Big image

Finding Your Inner Confidence When You Need it

Has a lack of confidence ever kept you from pursuing your goals? Have you ever experienced self-doubt to the point where you talked yourself out of pursuing a job, a promotion, or a relationship? Have you ever gotten feedback that sounded anything like this:


  • “You always sound like you’re asking a question.”
  • “If only you could command the room.”
  • “You need to speak up more.”?


If you answered yes to any of these questions, this session is for you. The above quotes are from bosses of female professionals who were passed over for a promotion. All three women were grappling with self-doubt, and it showed.


You don't have to feel so uncertain or hesitant when the stakes get higher and the situation calls for some risk-taking. Nothing gets you closer to achieving your goals than a healthy dose of self-reflection and new-found awareness of your strengths and capabilities. After participating in this webinar, you will see how hesitancy and uncertainty are speed bumps to be stepped over, and be willing and able to take considerable action toward advancing your career.


Topic: Finding Your Inner Confidence When You Need it

Date: Thursday, October 09, 2014

Time: 1 p.m. EST

Host: http://www.astd.org/


About the Speaker


Barbara Roche

Barbara is an executive coach and workplace learning specialist. She is the author of Commit to Confidence: 30 Strategies to Help Women Step Up and Stand Out. She can be reached at barbara@barbararoche.net.

Big image

Conference: Leveraging Mobile Learning for Organizational Performance

Sunday, Oct. 12th, 12am to Monday, Oct. 13th, 12am

1201 Convention Center Blvd

New Orleans, LA

About

Mobile devices are reshaping the ways we access and discover information, which empowers learners and leads to improved organizational performance.

The next LearnNow conference will focus exclusively on mobile learning. If you’ve ever wanted to learn how to implement mobile learning strategies in your organization, this is the event for you. The program has been completely revised and updated to focus solely on mobile learning—from design and development to implementation and evaluation.

LearnNow is dedicated to providing you with practical ways to make mobile work for your organization. During this hands-on event you’ll have the chance to create a real mobile learning solution, learn from and collaborate with industry-leading experts, and immediately apply what you learn to your own work.


LearnNow attendees will:


  • Explore the mobile landscape and identify new ways to leverage mobile learning content, including augmenting formal training, providing performance support, delivering just-in-time information, and facilitating social interactions.
  • Design a mobile solution from the ground up.
  • Create real mobile assets, including audio, video, and text files.
  • Develop a mobile prototype using the design and assets you created.
  • Understand strategies for rolling out your mobile initiative and evaluating its effect on organizational performance.


Format

LearnNow is a day-and-a-half event that mixes traditional conference sessions with facilitated time for group work and discussion. After signing up for the event, you will be sent a short list of questions to help us better understand your role, your organization, and your goals.


Who Should Attend?

LearnNow is designed for anyone in the talent development field interested in mobile learning, including:


  • instructional designers
  • trainers
  • training directors
  • training managers
  • learning strategists.

Register:

http://www.astd.org/Events/LearnNow

Big image

Influence Everybody! The Secret in Communication

Tuesday, Oct. 14th, 5:30-8pm

50 Waugh Dr

Houston, TX

Learn to influence how your audience reacts and encourage them to do what you want, whether in a presentation, team meeting, one-on-one conversation or any other communication, social or professional, using the secret communication techniques performers and leaders have used for centuries. Using Pinnacle’s three-step process, you will learn how to focus on your message’s objective and delivery that will allow you to achieve specific audience reactions, captivate your audience, communicate like a true leader and leave them wanting more.


This is a session that you won’t want to miss. It’s engaging, enlightening and all out fun.


Dinner will be provided at 5:30 p.m. Parking is free.


Register:

http://www.astdhouston.org/en/cev/893

Big image

Webinar: Three Steps to Science-Proven, People-Driven Success

Organizations need HR, but often regard it as a tactical necessity rather than a strategic essential. In this webinar, VP and Principal Analyst at Brandon Hall Group, Mollie Lombardi and Area VP of HCM Solutions at Infor, Michael Brandt explain how to build on HR’s daily transactional activity to create great strategic impact with a solid dollar value. They will examine how great value depends on doing the daily work of HR well, and then sharing the results for wider, deeper impact. Using real-life examples, Mollie and Michael will explore:


  • The crucial importance of data
  • Getting hard dollar impact from soft cultural change
  • Why systems usability and integration are key to success
  • How HR can build value across the employee life cycle
  • The technology and systems you’ll need


Topic: Three Steps to Science-Proven, People-Driven Success

Date: Tuesday, October 21, 2014

Time: 1p.m. - 2 p.m. EST

Host: http://brandonhall.com/


About the Speaker


Mollie Lombardi

Mollie Lombardi is Vice President and Principal Analyst, Workforce Management for Brandon Hall Group. She has spent the last 15 years working with HR leaders across the globe, surveying and interviewing tens of thousands of end-users to understand the key workforce challenges facing today’s organizations. Her research focuses on understanding the combination of strategies, processes, and tools and technologies that enable organizations to achieve measurable business success. Mollie’s research and consulting work has helped organizations in a wide variety of industries unleash the potential of their talent, unlock the insights from their workforce data, and think through the change management challenges required by shifting demographics, changing marketplace needs, and technological innovation in the human capital space.

About the Learning and Development Center-The Center for Excellence

Big image

At a glance...

The Learning and Development Center (LDC) develops and provides programs designed to empower and enhance employee skills and competencies for improved performance and job satisfaction. Our services also extend to external businesses, organizations, and communities.


Our mission is to build a world-class, responsive and results-oriented workforce by providing the following:

  • Learning that meets critical business goals and needs
  • Lifelong learning opportunities that will prepare employees for life and work in an increasingly technological society

Facility Features

The LDC is a two-story, 54,000 square foot state-of-the-art facility featuring:

  • An auditorium capable of seating 150 with fold-down desktops
  • Instructor computers connected to HD projectors and the Internet
  • 170 available campus parking spaces
  • Break-room area with microwaves and refrigerators
  • Welcoming lobby area
  • Open atrium for al fresco activities

Internal & External Room Rental Request Forms

Big image

John C. Maxwell's "The Five Levels of Leadership: Proven Steps to Maximize Your Potential"

It is never the size of your problem that is the problem. It’s a lack of momentum." – John C. Maxwell


One of the most established authorities on leadership writing today, John C. Maxwell speaks to over 350,000 people each year and his most popular topic is THE FIVE LEVELS OF LEADERSHIP, which he now shares with readers.


The five levels include:

  1. Position - People follow because they have to.
  2. Permission - People follow because they want to.
  3. Production - People follow because of what you have done for the organization.
  4. Person Development - People follow because of what you have done for them personally.
  5. Pinnacle - People follow because of who you are and what you represent.


Through in-depth explanations and examples, Maxwell will describe each stage and show readers how they can move to the next level to become more influential, respected, and successful leaders.

LDC Tip: Learn to Build Momentum

Momentum: What It Is and 5 Ways to Get It


5 truths about the momentum:

  1. Momentum magnifies success.
  2. Momentum shrinks problems and obstacles.
  3. Momentum energizes.
  4. Momentum enhances performance.
  5. Momentum makes change easier.


(Adapted from: The 21 Irrefutable Laws of Leadership, by John Maxwell. — Must reading for all leaders.)


Momentum isn't:

  1. Cheering people on.
  2. Giving compliments and affirmations.
  3. Positive feedback.
  4. Pumping people up.


These four things may fuel momentum, but they aren't the Big Mo. Momentum can’t be faked.


Momentum:

  1. Momentum whispers, “You matter.”
  2. Momentum feels things are getting better.
  3. Momentum believes wins are probable.
  4. Momentum is hope, courage, energy, and focus combined.
  5. The difference between excitement and momentum is depth.


Building momentum:

  1. Momentum is a series of successful endings not beginnings. Excitement happens at the beginning. Momentum builds at the end.
  2. Momentum sneaks up on you. One day you look around and say, Wow! we’re going places. Excitement flares up; momentum builds up.
  3. Every win is one step toward momentum. If you can’t define the win, you can’t achieve momentum.
  4. Reach big wins through a series of small wins. Successful leaders build small wins into big initiatives.
  5. Momentum begins with successful endings, but requires next steps. Momentum cools when you stop moving forward.


Successful leaders build momentum. Lousy leaders destroy it.


Momentum busters:

  1. Devaluing small contributions.
  2. Talking problems more than progress.
  3. Separating deliverables from people. People, not processes, get things done.
  4. Focusing on weakness rather than strength.
  5. Controlling rather than releasing. When people ask permission they lose momentum.


Momentum builds slow with hard work. But, lousy leaders let the steam out quickly. Of all the things you do, make building momentum a priority.

Crossword Puzzle: Don't Just Stand There - OD Something! by Scott Ward

Big image
Big image

TIMELINE | The Learning and Development Center Story

Our Brand Strategy Roadmap

Big image
Big image
Big image
Big image
Big image

Hope you enjoyed the Association for Talent Development (ATD) Houston Fall Conference last Thursday!

ATD would like to get your feedback on the sessions, networking, vendors - anything you'd like to share with the planning committee. Thanks for all your support of ATD Houston and the LDC-the Center for Excellence.


Please send your feedback to Debbie Richards, ATD Houston Chapter Member at dnr-astdhouston@schipul.net

Fact Check:

We strive for accuracy and fairness. If you see something that doesn't look right, contact us!


The Learning Management System records are updated and backed up nightly. It is the LDC policy that all delivered offerings are to be updated in the LMS within 48 hours of completion of the class and available to the learner.


The LDC has been asked to follow Executive Order 1-37. All employees who work, train or visit must display assigned City of Houston identification badges. Employees should dress work-appropriate at all times when attending classes at the LDC.


*Opinions expressed in interview statements and messages from featured articles are not necessarily the views of the staff of the LDC or employees of the City of Houston.


** This message is being directed to ALL City of Houston employees. This e-mail was approved for citywide distribution by the COH HR Department. If the reader of this e-mail is not an intended recipient, it has been delivered in error. Any review, dissemination, distribution or copying is strictly prohibited. If you have received this e-mail in error, please notify the sender immediately by return e-mail and permanently delete the copy you received. **