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What do you do when your biggest learning, networking, and inspiration- sparking event of the year is interrupted by a global pandemic? It’s a thought that would have seemed ridiculously far-fetched just a year ago. Now, it’s one that nearly every organization, keynote speaker, and Training professional has had to grapple with.
ISA’s first-ever virtual Annual Business Retreat helped members rethink not just how they deliver training but also what their businesses and people need to be able to thrive in these extraordinary times—and into the future.
You may have employees who have been with your organization for decades. They have a record of accomplishment, are well liked, and a great value to the company. The problem is your workforce needs are shifting.
How to upskill and reskill employees to rocket them into the new world of work.
With distance learning surging during the pandemic’s stay-at-home orders, many organizations leaned on their learning management systems (LMSs) to provide access to training. So what’s next for the LMS?
Classroom training isn’t just a lectern and whiteboard anymore. Even before COVID-19 struck, corporate classrooms were being turned upside down and inside out to reflect the many ways individuals learn.
For three Training Top 10 Hall of Famers, the future of classroom training is all about architecting development experiences and optimizing the learning environment.
By Dan Cooper, CEO, ej4.com
It was an impressive example of out-executing a competitor. On a Thursday, a distributor for a major consumer goods company found out a competitor was going to roll out a new product to grocery stores over two weeks starting the following Monday. The competitor was offering to buy an end-aisle display, and in return wanted the retailer to discount the new product 30 cents below cost. The competitor’s message was that the retailer would still profit from “market basket add-on” because of the draw of the product on sale.
By Jodi Glickman, President and Founder, Great on the Job
There are two overriding goals of getting constructive feedback—they are both equally important, and neither trumps or negates the other:
Make the feedback as useful as possible to you.
Make the request as easy as possible on the person giving the feedback.
Goal #1: Make the Feedback as Useful as Possible to You
By Shawn Achor
If you observe people around you, you’ll find most individuals follow a formula that has been subtly or not so subtly taught to them by their schools, their company, their parents, or society. That is: If you work hard, you will become successful, and once you become successful, then you’ll be happy. This pattern of belief explains what most often motivates us in life. We think: If I just get that raise, or hit that next sales target, I’ll be happy. If I lose that five pounds, I’ll be happy. And so on. Success first, happiness second.
By Andy Boynton and Bill Fischer with William Bole
Conversations are building blocks of innovation, ways to move an idea from origination to application. But they often stall at the starting gate or become unproductive. To create successful conversation, make sure you’re sending the right signals to your conversation partners, letting them know you’re interested in a real exchange of ideas. Recent studies of how doctors talk to patients (often ineptly) are instructive.
By Travis Bradberry, Ph.D.
Conflict is a normal part of two people with different needs, interests, and motivations coming together. It’s how conflict is handled that determines the quality and ultimate success of a relationship. Researchers at the University of Washington (the same researchers who can predict the future success of a relationship with 93 percent accuracy) have discovered that successful relationships address conflict using a single technique-one so effective at addressing conflict that it’s called a repair.
Grant Thornton LLP describes “distinctive client service” as its calling card. Yet with 4,200 accounting professionals in six service lines supporting diverse industries, delivering consistent client service was challenging.
In response, Grant Thornton created the Client Service Cycle (CSC), a well-defined, repeatable, six-step process for developing relationships and delivering value.
Here is how the firm put this program together, including the results it generated:
By Kristen Coulter, Director of Communication, JP Horizons
Business leaders often attend a professional development seminar, write down some notes in a binder, put it on a shelf when they return to the office, and get back to the daily grind. It’s a situation that costs companies money without producing many results.
By Jill Flynn, Kathryn Heath, and Mary Davis Holt
There are plenty of instances in life when proper protocol entails obeying the rules. However, there are many othertimes when you need to give yourself the green light to proceed.
Being bold and resolute takes practice. The best way to add assertiveness to your repertoire is by looking for opportunities to flex your muscles. Here are some hints to help you proceed until apprehended: