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Before you embark on a training program, make sure you communicate the reason for it, whether it’s to increase customer satisfaction, increase sales, or something else entirely. Explain what the employees’ role in the training is, what they’ll be expected to do differently as a result, and how. By doing so, you’re giving them the tools to learn and succeed.

The path you may have chosen when you graduated from the university has taken many detours. So what is in your toolbox? Yes, education is key for the first tool to fill the box. But what else to you need to succeed, especially as a leader?

The Olympics are a metaphor for understanding what is happening throughout the world in terms of the global economy. But how do we ensure that not only does our team stay in the game but also that we win our share of medals? The starting point is the alignment of the organization to a higher purpose that inspires and to which people are willing to give their total commitment.

Orkin needed its employees to leave the classroom prepared to perform the job. In response, Orkin University integrated several emergent methodologies and technologies (embedded workflow, flipped classroom, Orkin Global Learning Network, and mobile tools/resources) into its newly revised Commercial Sales curriculum.

We probably don’t highlight empathy enough in our training sessions. Think of what we want others to learn in our business training programs and how key empathetic understanding is: managing people remotely, global leadership, managing across cultures, virtual teamwork, collaboration, working in a matrix. To do any of these things well requires an ability to “put oneself into another’s shoes.”

The Crawford Mentoring Model defines a central framework that targets individual needs, economic realities, and strategic goals. The framework incorporates three components: a process map, roles and responsibilities of participants, and a measurement system tied to a continuous improvement cycle.

Most people would prefer to listen to anything presented enthusiastically over even the most important information presented dully. Under the right conditions, you and your audience can feed off each others’ passion and excitement, and you’ll create something special that will change their lives—and yours.

By turning compliance training into a game, DaVita and Weejee Learning achieved their goals of engaging teammates and consequentially enabling them to learn the material quicker and retain it longer.

Kimberly-Clark wanted to hear its employees’ thoughts and ideas on what the company could do to accelerate culture change and take its business to the next level. And so, in partnership with IBM, K-C created a collaborative experience for its people called “The “One K-C Jam.”

With the advancement of technology, we are able to accomplish more with less. But with all the demands, we must never forget the human touch: That connection with our associates and customers can provide the valuable information that allows us to continuously improve our product and our organization.