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By Patricia B. Thurgood, and Fran Klene, BS, MS, Learning and Change Facilitators, Indiana University Health

By Margery Weinstein When Medtronic, Inc., a Minneapolis-based provider of medical technology, needed a way to give high-potential employees a sense of teamwork under pressure, it turned to simulation technology. The company incorporated a team-based leadership simulation from Enspire Learning into its Emerging Leader Program (ELP) that creates insights on personal leadership styles. It also allows emerging leaders to practice cross-functional teamwork that deals with ambiguity under time pressure, communication across the enterprise, and making strategic trade-offs.

By Floyd Adler, Training Account Manager, Signature Worldwide What an interesting question and what a challenge! Personally, I do not look at customer service being the same as it used to be; however, the challenge lies in the demand to work harder to make EVERY customer service encounter better than it has ever been.

Big or small, every company has to onboard new employees. Some organizations manage the process better than others. A select few take onboarding to the next level and integrate their onboarding program into their talent management process. The result of this integration is that onboarding becomes a key component of a company’s talent strategy.

By Amy Wu Like many people, Prudential LLC Manager Nicolo Carpaneda has a few blind spots. Prior to 2011, his No. 1 blind spot, he reveals, was he often talked a lot—perhaps too much—during meetings. “At work, I am a social person, so I used to go to meetings and frequently fill empty space with chatter,” says Carpaneda, who is based in London and a member of Prudential’s Momentum Leadership Program, a select in-house talent training and development program. “I wanted to be liked by others.”

Succession Planning By Kevin W. Bruny, SPHR, Chief Learning Officer, Chesterfield County, VA

By Margery Weinstein Your future leaders’ creativity and problem-solving skills have been honed in leadership courses, but that doesn’t mean they are ready to use those skills to further your company’s place in the world. With emerging markets in Asia, South America, and other areas of the world, your workforce needs to have an understanding of and interest in cultures beyond the city or town they are based in.

By Beth O’Neill, Senior Consultant, Interaction Associates Does the following scenario sound familiar? Rich is leading a Product Development team with members in Salt Lake City, New York, Zurich, and Hong Kong. To help focus the team and set goals, he convenes an online Web meeting. Most team members are joining via the Web and on the phone—except for Rich and three colleagues, who are in the same room in the New York office.

By Aimee Windmiller-Wood, SVP, Training and Program Development, Fierce, Inc. I am a lifelong learner, as many of us drawn to the training profession are. When you are responsible for training and developing others, it is vital that you continue to invest in your own learning and development. In my journey as a trainer, I’ve continuously learned and honed many skills that have positively affected both my career and the careers of others.

By Jeff Mariola, President, Ambius  “All Baby Boomers who grew up during the period between 1946 and 1964, are afraid of technology.” “Gen Y/Millennials (born between 1982 and 2001) don’t want to work hard.” Have you heard these stereotypes? As a “Boomer” who oversees thousands of people in North America and Europe, I believe there are inherent challenges in managing divergent generations of colleagues, but the opportunities for growth and renewal are far greater.