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Although an important benefit of learning is to keep us employable, the purpose of learning is much more significant. Learning, growing, renewing is the core process of life itself. Learning stimulates and gives nourishment to our hearts, minds, and souls. It keeps us fresh and vigorous.

Every person in every audience you speak to shares one thing in common: Each has a certain “radio station” playing in the back of his or her mind while listening to your presentation. You know what they’re tuned into: the famous WIIFM—What’s In It For Me? And if you don’t deal with WIIFM ASAP, audience members will start side conversations with their neighbors or check their e-mail.

In physics, potential energy is defined as “the energy stored in a body or system.” This concept is a useful analogy when thinking about the development of high-potential leaders and decision-makers. Potential energy is a necessary condition for subsequent action, but the potential energy of an emerging business leader, like that of a stretched spring, has no value unless it eventually is converted into kinetic energy through action.

In the new millennium, the corporate learning management system has developed into a business-critical technology platform. Trends include open source code, compatability with just-in-time learning, cloud-based functionality, and integration with talent management.

ABF re-engineered its sales and operations training, making a large portion of the material from the instructor-led course available in a series of online modules that participants are required to complete prior to the instructor-led class. Results: cost savings, improved content retention, and increased productivity.

As a senior executive, it is all too easy to become disconnected from the troops. It is only by making a conscious effort to stay connected to the front-line experience that you can avoid the ego trap. Otherwise, the trappings of your position likely will throw up blinders along the way that can disconnect you from your core business.

The results from the most recent survey conducted by Gallup show that fewer than 1 in 3 or 30 percent of American workers are committed to the success of their organization and are engaged in their work. And 1 in 5 workers are actively disengaged, actually working against their organization, bosses, or both. That lack of engagement costs the U.S. economy about $370 billion in lost productivity annually.

Kickoff meetings allow the entire organization to come together to intentionally launch the next 12 months. The New Year and opportunities can be outlined to all the members of the company’s community. Top management has the chance to emphasize optimism about what is possible for the organization. All of this offers an opportunity for the attendees to engage in real work around creating the year.

All leaders want to change the status quo, but they use different means. Some take the lead with their ideas, while others lead with their passion and conviction. Still others lead by demonstrating courage in the face of risks and the unknown, and some bring about change by serving others.

A driving force behind the Zebras & Cheetahs (Z&C) Model is the whole person theory. In essence, this states that a Leader must cultivate the four parts of a person—the body, mind, heart, and spirit—in order to truly develop his or her latent potential. Here is an interpretation of this philosophy, which provides a formula for coaching up tribe members.