Lead the Change

March/April 2018

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Features This Issue

When we talk about training, three outcomes typically rise to the top as the most important: knowledge, skills and attitude (although some talk about abilities instead of attitude, depending on the source and the purpose).
Identifying how to help your team work more effectively can sometimes seem like the million-dollar question. When looking through leadership theory and strategy, identifying a team effectiveness strategy can feel like a “pick one and let’s see” approach.


Thought Leaders This Issue

Our competitive advantage in the marketplace is no longer only dependent on having the best product or service, it is becoming critical to engage and DEVELOP the most talented workforce we can.
No matter the change that we might be facing, those who are willing to embrace change and possibly even look for it, are working toward making a difference in our lives and the lives of others.

Leadership, Training and the Waves of Change

2 min read
Consider the notion that if it wasn’t for change, people would care a whole lot less about leadership. Simply stated, leaders “get” change. They not only recognize its disruptive potential, they are acutely aware of its inevitable presence.
I don’t think there is much question about the need for change in how corporate training meets the needs of the business as well as the learner. The question we should be focused on is, “Do we know what we should be changing to?”
Learning professionals fail to show the value of training for a variety of reasons, and according to research, getting employees to make time for L&D is at the top of the list. Proving value is not just something the business wants, it’s what learners need
Adjusting our paradigm is going to be critical in order to meet the needs of our employees. These seven principles can be used by a learning leader to take their organization into the next era of enterprise learning.

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