Magazine Articles

By Jason Womack, MEd, MA, Founder and CEO, The Jason Womack Company We love to read about life. We talk about what happened, who’s doing what, and where people are going. One look at the newsstand in a bookstore or airport and the headlines of what people did compete for your attention!

By Jim Hornickel, Director, Training & Development, Bold New Directions There are as many schools of thought about leadership as there are leaders. But in the larger view, one can say there are two basic types: leading “at” and leading “with.” And these two opposite models or sets of comprising actions can be called “Command and Control” and “Consultative Leadership.”

After reading the 100 Top Young Trainer nominations we received for 2012, I was awestruck by the commitment, passion, multitasking abilities, and willingness to help others demonstrated by these training professionals. If only I could bottle their energy, take-charge manner, and ability to get things done—I would be a very wealthy woman!

Sometimes the absence of change can herald change on the horizon—and that just may be the case when it comes to creation of global leadership development programs. The percentage of companies that have implemented global leadership development programs has remained the same since 2010, according to the third annual Developing Successful Global Leaders Studyconducted by Trainingmagazine, the American Management Association (AMA), and The Institute for Corporate Productivity (i4cp). But the key here is that the figure (31 percent) did not decline.

By Lorri Freifeld Supercharged. High-performers. Leaders of the pack. No, we aren’t talking about the latest racecars. We’re talking about Trainingmagazine’s 2012 Top Young Trainers—those high-potential training professionals who are on the fast track to success.

By Margery Weinstein Your future leaders’ creativity and problem-solving skills have been honed in leadership courses, but that doesn’t mean they are ready to use those skills to further your company’s place in the world. With emerging markets in Asia, South America, and other areas of the world, your workforce needs to have an understanding of and interest in cultures beyond the city or town they are based in.

By Margery Weinstein Any organization with a comprehensive training program has a leadership development curriculum. These programs include everything from conventional classroom learning with guest speakers to high-tech simulations and lavish retreats. There also may be mentorship thrown in, as well as multiple job rotations. Despite the well-rounded curricula, many companies don’t do enough to determine whether any of it is working. With budgets still tight in an uncertain economy, companies need to ramp up their efforts to better assess their leadership coursework.

My grandfather, George Halas, was one of the original founders of what is now the National Football League. He played professional football himself for 10 years and coached for 40. My mother had 11 children, enough to field our own team. Today, she is 89, yet very much involved in the management of one of the greatest sports enterprises, the Chicago Bears. My father’s family included educators, musicians, and military men. Growing up in the

Succession Planning By Kevin W. Bruny, SPHR, Chief Learning Officer, Chesterfield County, VA

By Amy Wu Like many people, Prudential LLC Manager Nicolo Carpaneda has a few blind spots. Prior to 2011, his No. 1 blind spot, he reveals, was he often talked a lot—perhaps too much—during meetings. “At work, I am a social person, so I used to go to meetings and frequently fill empty space with chatter,” says Carpaneda, who is based in London and a member of Prudential’s Momentum Leadership Program, a select in-house talent training and development program. “I wanted to be liked by others.”