Helping high-potential leaders is one of the key areas that companies focus training on, and yet, when their leaders actually get that role, they often feel like they are unprepared for it.
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Topic: Leadership
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How do you take emotional intelligence from a “soft,” theoretical concept to a practical skill you can learn and apply?
Effective performance requires learners to develop the skill of recognizing how to apply knowledge in real-world situations in order to witness results.
Here are six reasons training functions need to be cautious of promoting and depending on unconscious bias training alone.
Ask a long-time executive who has managed a team for the last 30 years and a younger entry-level manager what the definition of a leader is, and they will likely paint two different pictures.
Companies continually strive to improve their training programs and meet learning objectives amidst changing cultures and evolving talent needs.
How can you measure growth and performance in a role as amorphous as leadership? The answer involves peering under the hood to see what runs the leadership engine.
It’s challenging enough, in the best of times, for business leaders to build strategy, engage employees, encourage innovation and achieve results for stakeholders.
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.
Before a management training program is even started, there should be clarity on what the overarching company mission is and the strategy to get there. Is having a management training or HiPo program (tactic) consistent with the strategy?