Much has been written through the years about the critical importance of the first 90 days – the make-or-break period when new leaders will either set themselves up for success or lay in place the ground work for their eventual failure.
What’s your brand? And are you in charge of its marketing – or do other people and influences dictate what it stands for? The answers to these questions will help you identify and then reach your professional (and personal) goals.
As leaders in learning and development, we are continually tasked with influencing others. Sales might have a bad rap, but it is misunderstood. The sales profession has mastered the skills and strategies necessary to influence people.
Hard work, dedication, perseverance … These adjectives are just three that come to my mind when someone asks about the journey of my career.
If you are willing to take a path into L&D, there is no telling where it might go. If my career tells me anything, it’s that there is also no telling where it might start.
This new e-book tackles seven of the most common problems L&D managers experience and how you can tackle them and improve your learning offerings at the same time.
Earning a certification can help us look outside our own organizations and comfort zones to gain valuable insights into other industries, share best practices, learn about emerging technologies, and connect with colleagues across the L&D community.
Being “people people”, L&D professionals tend not to have huge egos that crave constant approval from others. Rather, they express concerns that their hard work hardly rates a “thank you” from senior managers.
With multi-modal training programs becoming more common and with so many modalities emerging, it is critical for learning leaders not only to understand these modalities but also to know how to effectively use them to drive learning and business results.