Making sure innovation capabilities stick requires that learning leaders specify desired behaviors and help learners root out “behavioral blockers.”
Keeping your sellers’ and their virtual experience at the forefront of your change initiative is an essential component of success.
Numbers alone will put many people to sleep. L&D professionals must use visuals to engage stakeholders and explain how training drives performance.
How learners feel after they have completed training can tell us a lot about their propensity to change behavior.
Learning leaders can tailor global compliance training programs to promote employee commitment and drive tangible improvements in behavior. But for the most part, the values you want to cultivate don’t readily fit into a spreadsheet.
While talents and abilities can be developed, gifts are inherent; they are a part of who you are. Ironically, bad behavior can often be a sign of a gift that’s trying to come out.
Reinforcement matters, and it matters most to learners who truly aspire to develop Leadership training should be reserved for those who truly aspire to be leaders.
How can training professionals move beyond producing initial enlightenment to produce genuine lasting change that protects and enhances the organization?