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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.

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.

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.

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.

LEADERSHIP DEVELOPMENT By Jeff Orlando and Karen Eber, Senior Managers, Leadership Development, Deloitte Services LP

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.

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.

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.

By Dianne M. Durkin “The true essence of leadership is that you have to have a vision. You can’t just blow an uncertain trumpet.” —Theodore Hesburgh There are many myths about leadership that often prevent people from developing their leadership skills. They think if they were not born a leader with some magic leadership dust in their DNA, they cannot become one in the future.

By David Clutterbuck Talent managementsystems are built upon the assumption that talent can be identified with relative ease and accuracy. This assumption is questionable for a number of reasons. First, in practice, talent is often emergent. It sometimes takes time to become obvious to the talent holder and to observers. Someone may need to be placed in a stretching situation, which stimulates them to exercise a talent, before they recognize it as such.