Learning leaders need to engage with executives with the understanding that they may believe in the value of training, but nothing else is guaranteed.
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If you’re presenting to a group, structure a narrative that speaks to as many constituencies as possible. A flexible story that includes multiple characters and addresses their conflict demonstrates that you have broad considerations about who is...
A strong learning culture is a competitive differentiator; however, it's not enough to throw new learning technology into the enterprise and expect it to be successful. Change requires a plan.
With expenditures on the rise, it becomes even more important to make sure that training delivers a return on investment by creating long-term positive change. Here are six ways to improve the impact of training initiatives.
Trepidation can hinder a team member’s willingness to be fully receptive to your solution, so it’s crucial to take steps to build excitement. Here are four ways you can move toward full employee buy-in for your training program.
Too many valuable L&D projects fail before they start, derailed by slow decision-making, competing priorities and stakeholders who don’t identify with the project value.
Your first step of actual training isn’t an exhibition of the “right way” or a discussion of best practices. The first step of training is all wrong – on purpose.
A common problem with rolling out organization-wide sales training initiatives is figuring out how to get veteran sales staff to buy into the program.
According to a Zen proverb, “When the student is ready, the teacher appears.” For self-actualization, this rings true. For corporate leaders in training organizations, not so much. Or can it?
Despite the dedication, heart and hours that learning professionals pour into developing corporate training programs, learners often fail to foster the same level of enthusiasm for training as the developers.