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.
There are many ways to build a learning services team; however, there are two key capabilities at the core of learning services today: consulting and design. With economic and digital disruption ever-pressing, multidisciplinary teams need to respond faster
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.