Building succession plans is a critical task at every company, yet very few are prepared to replace leaders when they’re lost. How do you identify your high-potential, next-generation leaders?
Features This Issue
Everyone wants to be thought of as a good manager. However, as there are so many different skills to learn, being a good boss is no easy feat.
In today’s climate of heightened talent shortages and a migratory workforce with multiple options, people simply aren’t waiting around for someone to notice their talents.
More and more organizations are reaping the benefits from offering HiPo (high-potential) programs that provide intense, targeted training for their rising-star employees. But now the stakes are even bigger.
All CEOs will inevitably leave their positions, so it is critical for companies to plan for unexpected and intentional exits by their leaders.
There's no question, the downside of a good economy is that it's ridiculously hard to retain your best talent. So how do you build a sticky culture that inspires your best talent to stick around?
29 Jan 20191:00 pm ET
Organizations are neglecting to help new leaders make the toughest psychological and emotional shift in their careers: moving from a high-potential, superstar employee to a manager.
Perspectives and expertise for the learning leader.
Thought Leaders This Issue
Understanding the role L&D should play in succession planning is similar to the analysis that any good manufacturing leader goes through when deciding whether to “make or buy” a product or service.
Training and development is a tool in the leader’s arsenal that helps engage, retain and grow talent, and mitigate the risk of no successor (or a poor one).
Understanding the science behind manifesting our greatest potential is key to the development of future leaders.
a conscious and deliberate process is required to ensure that those who ultimately become responsible for L&D are properly prepared to assume the leadership role.
The talent you display in one role positions you for a promotion to another, then can wind up at the core of your struggles once you get there.
In the corporate sector, chatbots are just starting to flourish in learning and development. Learn some ideas and possible applications for the use of chatbots in workplace learning.
Many leaders of training organizations focus so much of their time and energy on making sure their constituents have the training they need, but they often neglect their own training needs.
While there are some foreseen benefits to faking your way to success, corporate training must caution the use of this approach within their organizational walls.
Info Exchanges This Issue
The Home Depot successfully launched a two-year enterprise-wide leadership development program for new managers. Learn how the team executed the program.
Online training solutions allow members of a global, multilingual team to access and undertake identical training to their international colleagues.
Since its founding in 2010, Grovo has been through several funding rounds, raising a total of $73.3 million before its acquisition by Cornerstone OnDemand (CSOD) for $24 million late last year.
The key trends for 2019 reflect the challenge and opportunity to adapt the training function to the complexity of today’s business environment.
Why offering continuous support for learning and reskilling is more critical today than ever before.
Are the leadership development challenges of fast-paced technology organizations really all that different? Leadership experts say the answer is definitely "yes."
Enter the learning curator. A learning curator is simultaneously a generalist and specialist, leveraging a broad base of knowledge and skills.
Digital learning has been a hot topic for years; however, many organizations large and small still struggle with where to start. The secret may be to think small.
CLO standing for “chief learning officer” and as a member of the C-suite is a relatively new concept and role. GE was the first company that pioneered this role and created the title in 1994 when Steve Kerr stepped into that position.
To grow, remain relevant, improve a dire situation, or for any number of other competitive reasons, organizational leaders often decide the best course of action is to transform their organization.
Wherever you are on the continuum of moving to the virtual classroom, you are likely asking the same questions: What’s new in virtual training? Where is it going next? What do we need to do to prepare?
Stay up to date on the latest articles, webinars and resources for learning and development.