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.
It isn’t easy to give up those bullet points or old habits, but with this new understanding, developing the soft skill of communication becomes much easier.
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.
You have impact that goes up, down and laterally throughout your organization. What you do has a ripple effect. You are influential, and you should use your influence to make an impact.
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.
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.
If your L&D team is growing, it’s important to ensure that you find the best candidate for the job – and that you position your organization so that that person will accept the job. Here are some tips to help.