Taryn Stejskal, Ph.D.Head, Leadership Development, Executive Programs, & Coaching
Dr. Stejskal has nearly two decades focused on coaching, leadership, assessment, and the development of high potential talent. At present, she leads global leadership development programs and coaching for Cigna. She is privileged to support the enterprise’s business strategy through the development and mobilization of exceptional talent. She draws upon systems theory to understand the dynamic nature of organizational environments, believing that change in one area of an organization has the ability to positively alter the organization as a whole. Taryn is particularly adept at quickly identifying the critical business issues, identifying patterns and trends, and creating realistic and achievable outcomes rooted in best practices to support enterprise strategy. She often serves as a trusted advisor and focuses on helping leaders find solutions instead of focusing on problems. Dr. Stejskal is an entrepreneur who previously owned her own successful business, and is a former consultant who has worked with national and global companies to implement organizational design, leadership development, and talent management solutions, as well as a certified coach. Her research is focused on leadership resilience, and how resilience impacts the retention, engagement, satisfaction, as well as the sustainability and diversity of key talent. She earned a bachelor’s degree in psychology from the University of Michigan, obtained her doctorate degree from the University of Maryland, and completed pre- and post-doctoral fellowships in neuropsychology at Virginia Commonwealth Medical University. In her spare time, she enjoys all manner of athletic pursuits including open water swimming, cooking, global travel, reading, movies, and her two sons, Samson and Sawyer, ages 3 and 6 years.
“Nothing ever goes away until it teaches us what we need to know.” – Pema Chodron. In the face of adversity, why do some people flourish, while others fold? The essential condition required to live a flourishing life is not found in the absence of adversity, but rather in a person’s response to difficulty.
Here’s what resilience is NOT:
-Merely bouncing back, resilience is dramatically more than elasticity.
-A mentality of “this too shall pass.” As Andy Warhol said, “Time changes things, but you have to change them yourself.”
Adversity is a trip we take. Resilience paves the road. Resilience is, as Rumi said, “the business of being human,” the willingness to endure hardship, and, as a result, to allow ourselves be fundamentally and forever changed. In return for our effort, we receive gifts of enhanced confidence, strength, wisdom, and compassion. After working with hundreds of extraordinary leaders, five core practices of particularly resilient people have emerged. Now it has a name: Adversity Quotient (AQ): The inability to be deterred by failure. Perhaps it’s not IQ or EQ, but the ability to persevere, despite the odds, to acknowledge fear, setbacks, and failure, and forge onward is the stuff of true success. In this keynote address, we will share all five practices (Vulnerability, Productive Perseverance, Connection, Grati-osity, and Possibility) including new ways to re-think high potential leadership competencies as well as our own.“There is only one road to true human greatness: the road through suffering.” Albert Einstein
During this session you will learn;
-The five practices of particularly resilient people
-How best to develop leadership (your own and others’) resilience
-How to create a culture of resilience in your organization
5:00 PM Meet The Modern Learner
Today’s modern learner is impatient, overwhelmed and frustrated. They desire flexibility in where and how they learn, and have only a small amount of time to focus on training and development. How do we as learning leaders address these radical shifts? How do we provide nontraditional training and delivery to accommodate their need for just in time everything? Are we finding microlearning, mobile, communities of practice, on-demand performance support and curation to be effective? To remain relevant as a business function, L&D must understand the needs of modern learners. This very real discussion will cut through the noise and open up to the challenges facing learning professionals today.