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By Halley Bock, CEO, Fierce, Inc.,

By Jerry Klein, Senior Solution Design Strategist, Maritz Motivation Solutions We live in a world increasingly obsessed with games. From celebrity athletes performing before worshipful throngs to teenage boys lost in World of Warcraft, games engage and delight all ages. Businesses can capitalize on this trend toward play. Applying the mechanics of gaming to non-game activities can help to engage people in new and exciting ways.

By Rosaria Hawkins, PhD, and Filomena Warihay, Ph.D. Leadership training is no small investment. The Leadership Development Fact Book reports an average annual expenditure of $500,000 per company on leadership development activities. The annual per participant cost of leadership training runs between $2,000 and $ 7,500 per person. For large corporations, that amounts to millions of dollars.

By Bruce D. Stasch, Marketing Manager, Work Effects In Part I of this article (http://trainingmag.com/article/alphabet-good-coaches-part-1), we discussed some attributes that make for a successful coach. Good coaches must have a positive attitude, a sense of determination, and an ability to help you to find an approach for even the most difficult situation with creativity and intelligence. This article will discuss 14 additional characteristics that set good coaches apart from unsuccessful ones.

By Bruce D. Stasch, Marketing Manager, Work Effects There are many different types of coaches out there, each claiming to be the best at what they do and promising to make you successful. What sets a good coach apart from an ineffective one? Educational background and experience are not enough. When looking for a coach, here are the first 12 of 26 characteristics every good one must possess to be effective (the remaining 14 characteristics will be revealed in Part 2 of this article posting January 16):

By Teresa Amabile and Steven Kramer

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 David Horsager Everything of value is built on trust, from financial systems to relationships.

By Margery Weinstein

By Matt McConnell, President and CEO,  Knowlagent “Wow! That automated attendant really delivered great service!” In an age of automation, how often do you hear a customer enthusiastically share a positive experience with a self-service or instant-service communication channel?