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By Roy Saunderson, Chief Learning Officer, Rideau’s Recognition Management Institute There is a classic cliché definition that meetings are where minutes are kept and hours are lost. However, someone I know recently challenged that perspective by suggesting the idea that every meeting should be a revelatory experience.

By Roy Saunderson, Chief Learning Officer, Recognition Management Institute I will never forget my Psychology of Memory course—no pun intended. Being a mature student when I started university, I fell into the normal throes of prerequisite courses in my first year, which required taking science and math courses missed during high school. Not fully appreciating all the prerequisite courses assigned to me, once they were completed, I vowed to make my second year of university a far more relevant learning experience by choosing exactly what I wanted to learn.

By Roy Saunderson, President, Recognition Management Institute When dealing with mistakes at work, I always think of a classic IBM story that demonstrates the attitude I hope all leaders will have whenever we make those painful errors in our jobs. Imagine being a mid-level executive at IBM and making a multimillion-dollar mistake. Apparently, the executive immediately approached then-CEO Thomas J. Watson, Jr., and tendered his resignation. Watson refused to fire him, saying he had just spent millions of dollars educating him, so why would he let him go now?

By Steve Gielda and Kevin Jones In “A Premeditated Selling Process,” we will show you how to develop a sales plan for each unique opportunity inside your accounts, using a five-step process that has proven itself successful. This process evaluates a sales opportunity from various angles, providing you insight into your situation and ideas for moving forward. Each step provides tools to help you analyze an opportunity and gather the information you need to make your next move. The five steps of the Premeditated Selling Process are:

By Roy Saunderson As we scour the Internet, study research journals, and review the latest leadership and learning and development books, it is easy to get a little overwhelmed about where to focus and how we can best make a difference in the workplaces we serve in.

By Jim Hornickel, Director, Training & Development, Bold New Directions There are as many schools of thought about leadership as there are leaders. But in the larger view, one can say there are two basic types: leading “at” and leading “with.” And these two opposite models or sets of comprising actions can be called “Command and Control” and “Consultative Leadership.”

By Roy Saunderson, President, Recognition Management Institute Can we really produce leaders the way we’ve always done? Perhaps therein lies the answer to our emerging shortage of talent and the void of succession planning, especially as many senior leaders begin to depart the workforce. We can’t keep doing the same leadership development if we want real leaders for tomorrow.

By Roy Saunderson Most orientation and onboarding programs are manager-initiated or online portal-delivered sets of steps, policies and procedures, and general ground rules to function on the job. Whether it is health and safety guidelines, learning the full benefits package, taking assigned online learning presentations, or signing off on required Human Resources documents, it can turn into a lot of information cramming and a check-box mentality of task completion.

By Roy Saunderson Has the demand for candor, openness, and personal responsibility in society—a.k.a., “transparency”—effectively affected the field of learning and development?

By Margery Weinstein With the health-care industry currently the largest employer in the United States and its labor market expected to achieve a 49 percent growth in the next five years, Miami Children’s Hospital (MCH) faced a steep challenge: a doubling of the demand for talented people in health care coupled with a labor supply that continues to dwindle. The hospital answered that challenge with initiatives that attract, train, and retain the kind of talented people the organization needs to lead it into the future.