BRODY Professional Development Senior Facilitator
Laurie Cusic has more than 20 years of experience in the pharmaceutical and consumer products industries –where she held a variety of positions, including sales, sales management, account management, training, and learning and development. Her most recent corporate role was as North American Regional Learning Manager for Pfizer.
Laurie is an enthusiastic people-developer and team-builder with a passion for management, training, and leadership development to engage, retain, develop, and promote talent.
She is an accomplished facilitator who has created and facilitated numerous courses, including new manager training, coaching, recruiting and interviewing, DISC behavioral styles training, generational differences training, team building, sales training, change management strategies, new hire on-boarding, conducting difficult conversations, and influence skills development.
Most recently, Laurie designed BRODY’s popular “Writing & Effective Field Coaching Reports” program, which the Society of Pharmaceutical & Biotech Trainers (SPBT) invited her to deliver during its 2012 Conference.
She is a graduate of Central Washington University, an active member of many industry associations, and has achieved many professional certifications.
• Healthcare Businesswomen’s Association
• American Society for Training & Development
• Society for Human Resource Management
• Society of Pharmaceutical & Biotech Trainers
• National Human Resources Association
Other Industry Certifications
• Certified Professional Behavior Analyst
• Crucial Conversations
• 7 Habits for Managers
• Transformational Coaching
• Courageous Conversations
• Situational Leadership II
• Targeted Selection Administrator and Trainer
Laurie’s Thoughts on Training
What can managers do to best support and sustain learning and behavioral
change post training?
Managers should meet with their employees before training to set expectations
and show support for their learning. After the training class, managers should follow up
with employees to see what they learned and how they plan to apply what they learned.
Helping employees apply what they learn in training on the job is one of the best ways to
ensure behavioral change post training.
Can you share one of your best experiences with training/coaching?
About a week after facilitating a training workshop on customer service skills in which we discussed behavioral styles, I received an e-mail from one of the participants. He thanked me for the training and said that not only did it improve his effectiveness at work, it saved one of his personal relationships. He now had a better understanding of how to best connect and communicate with others, and he was using it at work and in his personal life. It was the most meaningful and rewarding feedback I’ve ever received. This is why I am so passionate about what I do!
What has changed in the area of training and performance improvement over
the past decade and what remains the same/timeless?
Technology aspects aside, there has been a pendulum swing toward the “people” side versus the “process” side of training and development. People now realize that though you need to be competent in the process skills, being adept in the people skills is imperative to being successful in today’s environment. What remains the same is the need for both. The focus has just shifted. In my opinion, this is fantastic, especially since it is often the people skills that make or break senior leaders.
What is your philosophy as a trainer?
My philosophy can be best described through my favorite quote by Maya Angelou: “I’ve learned that people will forget what you said; they’ll forget what you did; but they’ll never forget how you made them feel.” As a trainer and a coach, I try to ensure that people know I truly care about helping them improve and reach their goals. I want others to feel that I am genuinely invested in helping them succeed … because I am.