Have you ever considered the competencies you need to perform your job effectively? Which skills are most important for training managers to develop, and how can you be sure you are cultivating them appropriately?
Your team is growing, and your current managers are overwhelmed. You need to hire and/or promote more managers to support your team. Beware of your first instinct: to promote the best performer on your team or hire the first manager who seems capable.
Not taking risks is riskier than taking risks. If you continue to do what you did yesterday, you will grow stale. Growth comes from taking risks. People who take risks in and out of their professional lives tend to be happier and more successful.
Agile leadership is not about the tactics, tools or techniques associated with agile methodology. To move in that direction, learning leaders must take steps to embody agile values in their behavior and to embed them into their team’s operations.
By showcasing the ROI of L&D and, in turn, proving its value as a function within the organization, internal champions can help learning leaders gain the executive support and buy-in they need to deliver learning initiatives that drive change.
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.