While it’s not often admitted in large public forums, one-on-one conversations with L&D leaders indicate their nervousness with the archaic skill sets of their teams.
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Topic: Strategy, Alignment and Planning
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One challenge many L&D leaders face is getting a seat at the executive table and making sure executives understand the importance of - and provide budget for - training.
According to Gallup, 87 percent of employees worldwide are not engaged. The reason is simple: Organizations are flying in coach, instead of upgrading to first class.
A toxic workplace can look like the flu. They’re both unpleasant (sometimes downright nasty) and cause all kinds of physical ailments. People go to great lengths to avoid them and often call in sick. And a toxic culture and the flu are both contagious!
At a time when AI is quickly altering the way we operate, adapting humans’ roles to emphasize different skills is climbing up the priority list. AI won’t replace humans; instead, humans who use AI will replace humans who do not.
This playbook uncovers key skills and resources that define what great leaders do to manage change and establish a winning culture in order to increase engagement with their company's most valuable asset: its people.
With so many moving parts to consider (i.e., individual skill sets, departmental structures, technological applications and beyond), learning leaders’ own personal development can become a difficult process to stay on top of.
Automation has become a perennial popular topic, stirring anxieties of its impact on life and work. Is the sky falling yet?
All of us have facilitated meetings, conducted training events or held conversations with people whom we could tell were half-heartedly listening or completely zoned out.
Let’s look at four of the uniquely human skills that will be essential in a business climate dominated by human/machine collaboration and touch upon how leaders can develop them in their team members.