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The Growth of Learning Analytics
By Stacey Harris, VP, Research and Advisory Services,and David Grebow, Principal Learning Analyst, Brandon Hall Group
We are experiencing a revolution—a data revolution. Since the dawn of the computer era, our businesses, organizations, and personal lives increasingly have been directed by data.
This data revolution is a result of several forces colliding in today’s business environment:
Becoming a Motivational Machine
By Kathleen Brush, Ph.D.
In 2011, Gallup reported that 71 percent of American workers were not engaged in their work and 19 percent were “actively disengaged.” In 2012, Accenture noted that 58 percent of survey respondents were dissatisfied with their jobs. Disengaged, and dissatisfied are euphemisms for workers who are unmotivated or demotivated.
L&D Best Practices: July/August 2013
CAREER DEVELOPMENT
By Sean Ramage, AVP, Talent Management, CarMax
CarMax is the nation’s largest retailer of used cars. Headquartered in Richmond, VA, we operate more than 120 used car superstores across the country and have sold more than four million cars. CarMax is a member of the Fortune 500 and a TrainingTop 125 winner.
Skills Gap Part 2: Schooled on Skills
Corporate/academic partnerships may be a big part of the solution to the skills gap. The key to success lies in understanding the challenges, choosing the right partners, and measuring effectiveness.
Supercompetent Speaking: Tailoring Your Presentation to Your Audience
By Laura Stack, MBA, CSP
One of the most important tenants in speaking is know thy audience. Failure to do your homework can mean failure. At a minimum, your message will be diluted and won’t have the impact it could have. You always will do a much better job when you conduct better research.
Practice, Creativity, Emotion, and the Brain
By Matt Norman, President, Dale Carnegie Training in the North Central U.S.
As a professional trainer, I am all too familiar with a common pattern that creates an obstacle to learning and change: Companies train employees on new skills or behaviors. Employees intellectually grasp the new concepts presented during training. They make initial efforts to incorporate the new ideas into their work, but the new practices seem awkward. It takes extra effort to use them. Eventually, they fall back into their old, comfortable habits.
L&D Best Practices: May/June 2013
LEADERSHIP DEVELOPMENT
By Jeff Orlando and Karen Eber, Senior Managers, Leadership Development, Deloitte Services LP
Skills Gap Part 2: Schooled on Skills
Corporate/academic partnerships may be a big part of the solution to the skills gap. The key to success lies in understanding the challenges, choosing the right partners, and measuring effectiveness.
Soapbox: Developing Leaders at Walmart
By Damian McKinney
Early in Walmart’s history, most store managers began their careers working at the register or another entry-level position. Through a gradual process of working their way up the corporate ladder, these employees were promoted to store manager in seven to 11 years. This process served the company and its employees well, providing a secure predictable career path and producing knowledgeable, loyal people at the middle-management level.
Interpersonal Networking Skills Make Leaders More Effective
By Michael Leimbach, Ph.D., Vice President, Global Research and Development, Wilson Learning Worldwide
Managing and leading in today’s organizations is growing more difficult. More products are coming to market faster, partnerships among companies in different industries are increasing, global expansion has created huge multinational companies, and trends toward matrix management and cross-functional teams are accelerating.