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Measuring Leadership

The impact of a toxic executive can be substantial, including the loss of star employees and departments that fail to reach business goals. Well-liked but ineffective leaders can be equally damaging, impeding a company’s profitability.

Leadership development programs are commonplace; less commonplace is an effective way to measure if they work. Companies are making an effort to determine whether and how leaders—and their organizations—are benefiting from these programs.

Build Trust

An employer can be a force to fear, or a force for trust and cooperation. More companies are discovering ways—including specific training—to build trust with their employees, fostering greater productivity and higher employee retention in the process.

Full Circle Feedback

360-degree reviews and coaching for leaders can foster a culture of openness and engagement.

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INDUSTRY INSIGHT: AGILITY - THE MISSING LINK IN EMPLOYEE DEVELOPMENT

Agile. Nimble. Resilient. If organizations want to keep up with an ever-evolving world of work, these are the types of people they need to hire, retain, and, most importantly, develop. But how can organizations continue to support their employees’ growth and success in a rapidly changing workplace? The key is agile employee development.

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This Industry Insight article is provided by Saba Software. Download this new guide to find out why career agility is the new competitive advantage – and how your people can become career acrobats to propel their career to new heights.

Maximize Coaching by Utilizing an Executiveメs Network

By Sean Tierney, VP, Activate Networks What makes for a worthwhile executive coaching engagement? Personality inventories and 360-degree reviews long have been standard fare for coaches, but now there’s a tool that provides detailed information about what may be an executive’s most critical resource: his or her network of relationships. Many professionals have used this tool—Personal Network Assessment (PNA)—to look beyond the larger organization to their own networks of professional and personal ties.

Why Doesnメt EVERY Organization Use Performance Improvement?

By Dick Handshaw, President, Handshaw, Inc. This has been a challenging year for internal training departments. Our company has seen many organizations go through major reorganizations in 2012. And with every reorganization, we have seen layoffs of trainers and instructional designers. Where is the role of performance consulting in these organizations? In many cases, it has been difficult to find evidence of a performance improvement effort.

Is Everyone a Candidate for Coaching?

By Dr. Stephen A. Laser
When faced with a potentially problematic hire, organizations must face a difficult decision. They can either reject the candidate outright based on the findings from the initial hiring process or they can bring the person onboard and coach him or her in the hope that the person’s behavior will change for the better.

Effective Leadership Development

As part of Brandon Hall’s Analyst Insight program, it received a recent member question concerning leadership development. The member wanted to know the benefits or disadvantages of creating a GE-style leadership program that takes recent MBA graduates and rotates them through the organization for a year or more with a focus on learning an organization’s culture and succession planning. The idea sounds great—but what works for GE may very well be a disaster for a smaller, less global organization.

How to Incentivize Your Multicultural Sales Team

By Christian Arno, Founder, Lingo24 Here’s a question for you: Is your sales staff motivated and performing at its best? If you didn’t respond with an emphatic “Yes!” you’re not alone. No matter how highly you value your staff, when it comes to performance, there is almost always room for improvement.

From Corporate Communications to Organizational Conversation

Not so long ago, power within organizations came from the commands of top executives. Leaders drove performance by devising strategic objectives, which they translated into directives that passed down to employees, whose job was merely to take orders and to act on those orders. Today that model has fallen apart.

Building a Global Training Program: Content and Instructional Design

By Jennifer Lawrence, Founder, Cambridge Corporate Training Once a company decides to pursue a global training program and reaches shared agreement on how to define and develop the initiative, the instructional design team can take the next step: deciding what content to offer and how to design instruction to deliver it. Perhaps the most important topic for a global training program—and thus, an excellent place to begin—is communication. This article explains:

Home Loan Program Can Help Attract and Retain Employees

By Dianne Wasson, Vice President & Affinity Lending Manager, HomeStreet Bank Back in the early 1990s, the city of Seattle faced a challenge. Due to the high costs of living in the city, police and fire department employees were forced to live in surrounding suburbs and neighboring cities, resulting in lengthier commutes. For these critical employees, response time—and hence proximity—was an issue.

Why Study Business in Italy?

By Ray Shaw and Michael Chiariello, Founders, Internships Italia There is little doubt of the value of studying abroad. This is particularly true for U.S. students who are aware of emergence of a new order in the Third Millennium. As a recent federal study reports, “Modern science, technology, and the internationalization of labor and commerce are changing the established order of things.”

Projecting Confidence and Competence

Cara Hale Alter has spent two decades studying why some smart, capable people project credibility and others don’t. Those who don’t project credibility often struggle to succeed, particularly in today’s recession-weary workplace and job market. Alter has identified 25 specific visual and auditory cues that affect the perception of credibility. And unlike countless other cues, such as gender, age, or physical features, these 25 cues are “within your active control,” she says.

How Progressive Insurance Helps Home-Based Agents Learn

By Margery Weinstein During 2008, The Progressive Group of Insurance Companies Contact Centers conducted a pilot to determine the impact of allowing contact center representatives to work from home. Based on the success of this pilot, additional participants were added. As of July 2011, the company had 500 reps working from home. The effort required significant collaboration between leadership, Human Resources, workforce management, information technology, and training.

How to Screen a Company for a Good Culture Fit

By Thomas J. Walter and Molly Meyer Perhaps you’ve heard about this phenomenon via television shows or movies. Maybe you’ve read about it in books and articles. Maybe your friends or family members have boasted about experiencing it, but you’re still not convinced it’s real. How does it feel to truly love the place you work, and does your workplace truly love you? Is a loving relationship between you even possible?

Learning From the Titanic: Business Lessons on Crisis Management

By Hank Moore, Corporate Strategist The 100th anniversary of the sinking of the Titanic caused many people to reflect on the glamour that was lost and the opportunities that faded. I think the Titanic can be used as an analogy to business. The Titanic was a monument to human folly and arrogance. It started with pomp and potential. But it turned into a lot of what-ifs and missed opportunities. So, too, is the case with business, which should learn the lessons from the economic downturn and corporate scandals.

Training Can Be Inspiring and Fun

By Kari Gladstone, Training Account Manager, Signature Worldwide It is common knowledge that immediately following training, staff members are more motivated, they demonstrate higher levels of awareness, and their job performance is at an overall high. However, what can you do to maintain inspiration after the training ends?

Thinking Outside the Pizza Box

By Christopher Novak                                                           

Is ROE Just Repackaged Common Business Sense?

By Ajay M. Pangarkar, CTDP, CPA-CMA, and Teresa Kirkwood CTDP, Founders, CentralKnowledge.com and LearningSourceonline.com So, here we go again with another problematic methodology called “return on expectations” (ROE). Just when training professionals are in damage control with the disappointment of “training ROI,” out of the woodwork comes another “quick fix” and repackaged methodology trying to demonstrate training impact on business objectives. ROE, however, is a more elusive and misleading approach compared to others that came before.

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Training Top 125

Applying for the Training Top 125 can showcase your training effectiveness and help L&D earn a seat at the executive decision-making table. Learn more...

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Dwarfed by a giant screen, the slender, raven-haired speaker nevertheless commanded the stage as she exhorted the audience to “STAND FOR SOMETHING! And stick to it!”

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