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July 2014 Newsletter

President's Message

By: Karla Byrd

WOW!  Change is happening as I write this letter to you.  If you haven’t guessed already, this is an exciting time to be in the learning business. Technology is changing so quickly that the tools we use today may be obsolete by next year. People of all ages are changing how they access information and how they want to learn. Because of this, we face a deluge of information, and it is hard to keep up with the volume, let alone the diversity of thoughts and opinions. 

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Chapter Recognition: 100% CORE

Chapter Operating Requirements (CORE) is a set of 18 guidelines that the chapter is expected to follow to remain in compliance with the expectations of ASTD National.  Our chapter received it's 5th recognition for being 100% in compliance!

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Don't Try This At Home... Yet

By: Sandra Miller, PhD

As a leadership trainer, I have told hundreds of classroom participants “To get the most benefit from this class, take what you just learned and start using it on the job.”  But now, I tell them exactly the opposite – “Do not try to use what you just learned”.  What could cause such a reversal of opinion?

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The Manager as Coach

By: Stu Lewis

Since the bubble burst in 2008, many organizations have rethought their approach to growing their people and are reinventing their cultures to adopt a coaching mindset.To create a coaching culture in an organization one has to first differentiate coaching from supervising.  Supervision emphasizes the use of authority and tends to be reactive to behavior in need of correction. Most managers employ a supervisory role some or most of the time. Coaching places more emphasis on persuasion, planning, encouragements, and repetition as a means of improving performance.

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The Trainer Has Left the Building

By: Dorothy McDuffie

I thought about what happens when the training and coaching sessions conclude.  What sorts of print or electronic materials can a trainer leave behind to remind the worker of key points in the task? A training manual may provide everything workers need to know about the task, but readers can get exasperated by the details when all they really want are quick tips and reminders.


I suggest leaving learners with “cheat sheets” – summary work instructions. 

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Taking Criticism from your Supervisors - the Right Way

By: AIM

The word “criticize” always seems to get a bad rap, bringing to mind negative connotations and in turn, putting leaders in a bind when it comes to properly addressing an issue, for fear of offending or putting down their employees.

But, leaders aren’t entirely to blame-criticism is a two-way process-which is why today, we’re going to talk about the right way for employees to take criticism from their supervisors.

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How to Criticize your Employees the Right Way

By: AIM

When you hear the word “criticize,” the things that come to mind are mostly negative. We tend to think of things like nagging, failure, punishment, disapproval… and the list goes on.

Word associations like these make it difficult to address issues in the workplace, whether it’s because employees will actually take what we say the wrong way or because we’re afraid of being honest, for fear of how we think they’ll react. 

As a result, it can be really hard to get things done, let alone get them done right.

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Chattanooga Area Chapter of ATD
P.O. Box 28214
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