Improving Leadership Development: The Time to Act Is Now
Some 36 percent of organizations say their leadership development practices are still below average or poor, according to Brandon Hall Group’s 2015 State of Leadership Development Study of more than 500 organizations.
6 Strategies to Put Continuing Education in Center Stage
Get in the habit of continuing your education by learning something from every person you meet.
Taking Charge of Your Professional Development: The Warrior Way
“The Warriors” are individual contributors who do the right things, the right way. Warriors cherish and embrace learning and new experiences as a way to become the best at what they do.
Healthways, Inc.’s DRIVE to Develop Talent
DRIVE is well-being improvement solutions provider Healthways, Inc.’s eight-month professional development program for high-potential front-line colleagues.
Making the Complex Simple: A Core Learning Design and Facilitation Skill
Too many ideas detract focus. Mixed messages and learning goals bewilder people. Irrelevant details bury key ideas. In contrast, simplicity leads to focus. And focus produces clarity of purpose.
The Cure for Bad Meetings
5 “Do we really need a meeting?” questions you should answer before any meeting.
Instructional Design and the Art of Negotiation
Unless negotiation skills are acquired through other learning programs, life experiences, or on-the-job training, new managers who now have instructional design as part of their roles and responsibilities are likely to be lacking in the art of negotiation.
Strong Brands Are Distinctive
A brand, whether it is a business brand or personal brand, starts to become strong when leaders or individuals decide on what they believe in and commit to acting on those beliefs.
Training Top 125 Best Practice: BKD’s Coaching Program
Learning & Development (L&D) partnered with the HR team to create a “Coaching Program” that provides those eligible to coach with the knowledge and skills to be effective in the coach role.
Benign Control for Creative Collaboration
A couple of decades ago, two academics at the University of Manchester—Susan Moger and Tudor Rickards—developed a model in which the creative leader introduces structures (protocols) that facilitate the creativity of the team. They call these structures “benign structures” as they don’t impose structural impediments to creative development and systems change.