From the ATD 2015 International Conference & EXPO: From peer-to-peer leadership, networked organizations, and the demands of Millennials, traditional organizational hierarchy is no longer the norm.
In this podcast Dr. Christina Barss, director of leadership and learning at Houston Methodist, explains what steps organizations can take to gain senior leadership buy-in, achieve quick wins, and successfully build a strong talent bench.
The role of the manager as a leader becomes very important where he/she needs to be flexible with the kind of leadership style they can practice with each subordinate. Lets understand the relationship between leadership styles and subordinate development in detail.
Despite our culture’s obsession with innovation and change, much career advancement fundamentally comes down to timeless strategies and skills. Use these strategies and examples to build your career development…
The project management profession has evolved significantly since its early years, and one aspect that has become increasingly relevant is how people skills are viewed. This article examines how people skills enable project managers to thrive and overviews the most important “soft skill”–leadership. It provides eight basic ideas that can help any project professional kick start his or her development process and concludes by defining a good leader.
A strong project manager is one who is willing to adapt his or her style to get the best results from his or her team. This article sheds light on possible leadership style combinations that might promote team harmony and success across the team development stages, resulting in sustained leadership.
A new method of delivering leadership training to chief petty officers (CPO) is now part of the continual growth and development of Sailors. In conjunction with Navy Knowledge Online (NKO), computer-based leadership training is now delivered to every newly selected chief petty officer through a partnership with an online business skills training provider.
One can assume that readers of this publication are probably not only interested in leadership development, but are, quite likely, students of leadership theory and practice as well. Most of us have become familiar with the customary, sometimes tedious, repackaging of the same list of good leadership characteristics. But when was the last time your personal standard of leadership was really challenged?
A new CCL study offers insight into the leadership development needs of government leaders and offers some on-the job solutions to help enhance the skills of current leaders and create leaders for tomorrow. Do you put your staff at ease or do you push them a bit, leading them to greatness? According to a new survey from the Center for…
The U.S. Army established a leadership studies department at West Point in the late 1970s that has become a standard for successful leadership development programs. The first chair of the departmentthe Department of Behavioral Science and LeadershipGeneral Howard Prince, was the founding dean of the…
The desire to create public value is at the core of every federal agency. Developing leaders in the federal sector adds value because it equips people with the skills and knowledge they need to achieve their missions. Supporting agencies in reaching their leadership development goals is more critical now than ever. Most agencies will not be hiring many new staff in the future; in fact, we can expect a continued erosion of the federal workforce. Agencies cannot afford to be without a succession…
By now, little convincing needs to be done regarding the relationship between great (even good) leadership and improved business performance. Whether it is anecdotal stories or fact-based research of how great leaders built up their organizations or sustained strong business results, there aren’t many arguments against…
Jack Zenger and Joseph Folkman, founders of the Zenger Folkman leadership development consultancy, have developed a free self-assessment that enables people to determine what leadership skills they have, and how they compare with others.
A group of developing leaders gains new skills while helping children in need. The following story was shared by Kim Arnold, senior director of leadership and organizational development at McAfee. Client>> McAfee, a computer security company headquartered in Santa Clara, California Pr…
Yesterday, we had a great meeting with Elaine Biech to start talking about a new project that we are planning for next year: a Leadership Handbook. Having worked on the ASTD Handbook for Workplace Learning Professionals, I am excited to get the chance to expand that product into new areas (we are also working with Patti Phillips on a Handbook for measuring and evaluating, but I will talk more about that in another post where I will also introduce her forthcoming blog). Some of the ideas we tossed around in the meeting included at least three sections (development, characteristics/competencies, and tasks or roles of leadership). We came up with a huge list of potential contributors. We also thought about opening up the scope of the book to include chapters on leadership that focused on the military, politics, global politics, the ministry, as well as specific business sectors such as financial, healthcare, and so forth. As a bit of a news junky, the idea of opening up the scope like that sounds like big, juicy, exciting fun. (At least, until we get into the nitty gritty of editing, proofreading, managing the schedule, bugging the authors for answers to queries, and so forth!) At present, no outline exists, the topic list is wide open, and only a loose timeline is in place. Those of us who attended the meeting have been tasked with coming up with five to six contributor names or topics to give Elaine as fodder for her ideas, so I thought I would cheat a little and see if any of you have any thoughts on what you’d like to see covered in a Handbook on Leadership.
Written by Jeffrey Horey in the September ’09 issue of T&D Magazine… Facing high-risk and turbulent external environments, leaders at all levels make decisions paramount to long-term organizational success, particularly in the U.S. Army. Recently, frequent deployments and decreased opportunities for institutional learning have placed a premium on the effectiveness of multi-source feedback, mentoring, and other methods to accelerate development of Army leadership competencies and to inculcate Army values. Amid resource constraints, the Center for Army Leadership (CAL) strives to improve leader development through acceleration of competency acquisition. Stories, as exemplars, present a powerful and motivational tool for leaders at all levels to better understand what the Army expects from them. Meaningful stories are easily remembered and have long been a device to transmit the culture, beliefs, and history of an organization. However, relatively little is known about how the content and context of an exemplar is related to individual learner development and retention. CAL and ICF International are currently developing a library of leadership exemplars to better communicate effective leadership behavior throughout the Army. The intent is for the stories to be concise and clear examples of various doctrinal competencies. This article reports the results of an examination of how exemplar gender, timeframe, rank, and situational context affect perceptions of the story effectiveness. Exemplars come from a variety of sources such as books, videos, and blogs, and include leaders in a range of levels and circumstances. Each exemplar can typically be reviewed in less than 10 minutes. The library could be used for individual self development or in the classroom. Click here for the entire article. ***Access to full article is available to ASTD members. Please contact me if you are unable to log in.
Developing Singapore as a home for local and global talent will be a key strategy in the next phase of growth, says Minister Gan Kim Yong at the opening of the human Capital Leadership Institute (HCLI). The HCLI will offer a unique value proposition in helping companies translate the best talent and leadership ideas into practical strategies to support business growth, he added. Speech by Mr Gan Kim Yong, Minister for Manpower, “Singapore – The Global Talent and Leadership Development HUB for Asia” at The Official Opening Ceremony of The Human Capital Leadership Institute at Nepal Hill: Distinguished guests, Ladies and gentlemen Last September at the Singapore Human Capital Summit, Prime Minister announced the establishment of the Human Capital Leadership Institute, or HCLI, by the Ministry of Manpower and the Singapore Management University. This morning, I am pleased to join you for HCLI’s official opening, and share with you how HCLI will help position Singapore as a global talent and leadership development hub in Asia for Asia.
Many sales managers fall into the trap of being “deal troubleshooters”. How does you sales management training cope with this? Does your sales management training help sales managers become better people leaders? Sales Leadership Considerations: Do people want to become excellent and well-respected leaders? How do you know for sure? Can salespeople help each other succeed, or is it really an individualistic and autonomous occupation? How effective is your sales training at helping people understand the leadership skills they bring to the table? How does your sales culture support (or impede) the development of individual sales leaders, at even the most entry-level positions (or is that even worth thinking about)? A solid and unified team of sales professionals is a key factor to meeting the company’s targets and achieving its long-term goals. Developing sales leaders would are able to communicate well with the rest of the team and gain team member support is critical.
Thought leaders and highly-respected authors bring their expertise and insights to a new podcast series devoted to public sector employees and their unique workplace issues. The series, developed by The Public Manager, is designed to give listeners a deeper understanding of the diverse challenges facing today’s public managers and the solutions needed to drive the issues forward. The Public Manager, a quarterly journal devoted to providing public sector employees leading-edge content and resources, provides this podcast series as an extension of its journal articles, conversations in its online community, and insights gathered from the public managers on the front lines of national, state, and local agencies. “We know that today’s public managers value resources to help them do their jobs better,” says Carrie Blustin, publisher of The Public Manager. “We also know that today’s managers are time-pressed. This podcast series answers a need – useful, practical content in a format that can be accessed on-the-go.” Two podcasts are now available: Upcoming podcasts will feature Christine L. Rush, assistant professor of public administration discussing her journal article “Implementing the 4-day work week,” and Rick Koonce, certified executive coach and consultant discussing, “Executive Coaching, Leadership Development in the Federal Government.” Listen here for a brief preview of the series. More information about the podcast series can be found on the Podcasts from The Public Manager website. About The Public Manager The Public Manager offers readers practical solutions for emerging public administration and policy issues from experienced professionals. A forum for developing and disseminating best practices, it encourages continuing excellence in government and nonprofit organizations. The Public Manager is published by The Bureaucrat, Inc., an affiliate of the American Society for Training & Development (ASTD), the world’s largest association dedicated to the training and development field whose members work in thousands of organizations in the public and private sectors.
(From PRWEB) — A new study just released by Leadership IQ, a leadership development and research company, reveals startling contradictions to the goal-setting status quo. The company studied 4,182 workers from 397 organizations to see what kind of goal-setting processes actually help employees achieve great things. Study participants completed a 35-question assessment about many aspects of their organization’s goal-setting processes. Leadership IQ researchers then used a statistical technique called stepwise multiple regression analysis to discover what kinds of goals were most likely to drive people to high achievement. They discovered the top eight predictors of whether a person’s goals were going to help them maximize their potential. Read more. For more information on leadership development, consider attending the sessionLeadership Development Evaluation: Does Your Program Deliver Results? At the ASTD 2010 International Conference and Exposition!
(From Canadian HR Reporter) — i4CP sent a newsletter recently commenting on the need for “integrated” to be added to the term “talent management” in order to update it and make it more powerful as they suggest in a new book. They mention the number of providers in the area changing names – StepStone Solutions to Lumesse and PeopleClickAuthoria to PeopleFluent. It sometimes seems as if every update of strategy requires a new name, though the new ones sometimes don’t seem much more enlightening than the old. It got me to questioning the use of the term talent management itself. I have always taken it to be an umbrella that takes in finding, recruiting, orienting, developing, managing and tracking performance and then moving people up through effective succession planning all the way through their careers. That definitely calls for integration of many HR functions and beyond, since line managers have to be central in many of the pieces – from supportive coaching on the development side to career planning conversations with individuals. They are definitely needed for effective succession planning discussions among groups of managers so everyone agrees on how to rotate people through progressively challenging assignments across different divisions to season their leadership knowledge and skills. Read more.
(From BusinessWeek.com) Across the globe, two significant workforce trends are colliding to create a critical need for leadership development training over the next 5 – 10 years. A new generation of skilled workers are entering the labor market in droves – many without previous work experience – while a large group of seasoned leaders are approaching retirement (estimates show that employed individuals between the ages of 55 and 64 will increase by 11 million in the U.S. alone by 2010). In the midst of this growing leadership gap, market conditions are making the need for innovative and strategic leaders more critical than ever. How can companies continue to engage, retain and develop high-potential employees when resources are more constrained than ever? Given the current pace of change in business, how can companies put leadership development in context of what’s happening now? The answer: through agile leadership development programs and on-the-job training programs such as Bloomberg Businessweek’s EDGE. EDGE combines the world-class, insightful content found only in Bloomberg Businessweek with a cutting-edge, weekly training guide incorporating interactive and self-assessment learning activities. EDGE synthesizes headlines, news and trends impacting global business and extracts key learning concepts that can be incorporated in leadership development. Our future forward content is developed each week in real-time so that participants are learning about the impact of business decisions as they happen. EDGE is available to corporations to increase their bench-strength and grow their high-potential leaders. Bloomberg Businessweek’s Executive Development Guide & Extract (EDGE) is an innovative leadership development program that can increase your company’s bench-strength and develop your high-potentials. Written by leadership development experts, EDGE offers your employees robust, continuous learning opportunities – giving them a broader business perspective, igniting their thinking and stimulating collaboration. New content each week makes EDGE flexible and scalable – you can use it however learning happens within your organization. EDGE can be integrated into existing programs or used as a foundation to create new ones: * Formal leadership development programs. * Lunch and learn / One hour power hour – Organize “Lunch and Learn” or “Power Hour” training sessions on a regular basis. * Mentoring program – Incorporate key learning’s into networking, mentoring or coaching sessions. * Informal training sessions – Facilitate informal training sessions with peers or direct reports to share articles, EDGE extracts, etc. Bloomberg Businessweek’s EDGE includes: * A one-year subscription to Bloomberg Businessweek for each participant. * One year of the Executive Development Guide & Extract (EDGE) – e-mailed weekly including unique activities and key learning points designed around six articles in the current issue of Bloomberg Businessweek focusing on executive competency areas such as: * Leadership & Management Skills * Strategic Thinking * Personal Skills * Best Practices/Lessons Learned * Global/Technology Trends * Business/Financial Acumen To learn more about integrating EDGE into your corporate learning programs, contact us at: email@example.com
Pittsburgh, PA (Vocus) August 11, 2010 — Development Dimensions International (DDI) has launched the Global Leadership Forecast 2010-2011. The Global Leadership Forecast will examine how the economic downturn has impacted confidence in leadership, how leaders are dealing with transitions into new roles and the relationship between leadership practices and bottom-line performance. This year’s study features a special section on innovation from Gary Hamel’s The Future of Management. “This year’s Forecast pushes inquiring minds further by asking not only about satisfaction with current leadership practices, but what is needed in the future to be successful,” said Jazmine Boatman, co-author of the study. Read more.
(From DDIWorld.com) DDI, Stoke Poges, 21st July 2010: Global Talent Management Consultancy, Development Dimensions International Ltd (DDI), has launched its Leadership Forecast 2010/2011, the definitive study of leadership trends across the world. The Leadership Forecast has been launched in collaboration with the Chartered Institute of Personnel Development (CIPD) and aims to evaluate how the economic downturn has impacted confidence in leadership and how leaders are dealing with leadership transitions. It will also examine the best-in-class strategies for selecting, promoting and developing tomorrow’s leaders and compare information from other countries. In addition, it aims to examine the relationship between leadership practices and company performance. This will be the sixth Leadership Forecast, spanning twelve years and since the last report, the world economy has seen turbulent times. Steve Newhall, managing director of DDI UK comments: “In our last survey, we saw how far leadership development efforts had closed the gap between expectation and reality. And we saw what, in the mind of leaders themselves was working and what wasn’t. That study was conducted right before the economic crisis hit and it will be fascinating to see how it has affected leadership in the UK and around the world. Leaders have been through challenging times, many are operating in a completely new reality and will have had to adjust to totally different organisational priorities. To see how the global recession has affected learning and development strategies for our leadership teams will be immensely valuable.” HR professionals and senior managers are invited to complete the survey at www.ddiworld.com/leadershipforecast. Organisations that can encourage 30 non-HR leaders to participate will receive a free customised company report comparing their organisation’s data to local and global norms.
Organizational focus on succession management will continue to grow as a result by the limited and narrowing skilled labor market, according to recent research by Aberdeen Group, a Harte-Hanks Company (NYSE: HHS), underwritten by Development Dimensions International (DDI). How Best-in-Class organizations address the pressures of a tightened labor market, as well as the results they’ve achieved by doing so, are highlighted in the new benchmark report by Aberdeen Group, Succession Management: Addressing the Leadership Development Challenge. Aberdeen revealed that the foundation of an effective succession management program lies in a solid competency framework as well as a standardized performance management process. In fact, organizations that achieved Aberdeen’s Best-in-Class designation for this study are 45% more likely than all other organizations to have clearly defined success profiles (knowledge, experience, competencies and personal attitudes) for key positions. “When it comes to identifying high-potential talent, it is critical to evaluate their performance equally,” said Jayson Saba, senior research associate, human capital management at Aberdeen. “Viewing succession candidates through the same looking glass allows organizations to compare apples to apples and make better decisions for selecting leadership candidates.” Moreover, this research highlights the importance of establishing accountability at the management ranks for ensuring a qualified leadership pipeline. To this point, Best-in-Class organizations are 62% more likely than Laggard organizations to have a systematic process where senior managers regularly review the performance and progress of high-potentials enrolled in development programs. According to Kevin Martin, Aberdeen’s vice president and principal analyst for human capital management, “this research compliments and reinforces research we’ve conducted across other elements of talent management, specifically performance management and learning and development, where we see Best-in-Class organizations view employee development more as a collective effort rather than an individual’s sole responsibility”. The research also found that integrating succession data with other talent management elements has yielded great benefits in terms of workforce knowledge management. Best-in-Class organizations are more than twice as likely as Laggards to integrate succession data with performance management and learning and development applications. Saba added, “Integrating talent management data provides organizations more visibility into the development of high-potentials and improves their decision-making ability when it comes to determining promotion readiness.” Read more.
We’ve spent five parts of this series discussing how to develop a leadership handbook–or quite honestly, any handbook collection. In this, the sixth and final installment, I will give you a sneak preview of the final product. To tease you into watching for ASTD’s Leadership Handbook–a sample table of contents. The ASTD Leadership Handbook included 5 sections and 32 chapters. I have not included all 32 chapters. I. Leadership Competencies II. Leadership Development III. Attributes of Successful Leaders IV. Contemporary Leadership V. Broadening the Leadership Discussion Next Up: Watch for delivery of the final product The next installment is in your hands. Watch for publication of The ASTD Leadership Handbook and let us know what you think…
Thanks for your comment to last week’s post, Jenn. I appreciate your vote of confidence. We ended last week with a couple of questions: Who would you select to author a leadership handbook? What topics would you select for a leadership handbook? How would you ensure that a leadership handbook was useful? Which Comes First the Authors or the Topics? Let’s address the first two questions: who and what? How do you start a project of this magnitude? Do you select the authors first? Or the topics first? This is one of those chicken or the egg questions. My process is not an “or” but an “and.” That is, I implement an entangled process that considers both at the same time and weaves back and forth, and constantly remaining open to other forces. For example when contemplating the topic of leadership several influential and respected names immediately come to mind: Kouzes and Posner, Jack Zenger, Bill Byham, Ken Blanchard, Bill George, Frances Hesselbein, and others. In addition, several topics immediately come to mind: building a team, strategic planning, ethics, leading change, getting results, leadership development, coaching, authenticity, globally savvy, and women in leadership. When comparing the two lists, you can see there are some immediate matches: Bill Byham and leadership development; Ken Blanchard and ethics; Bill George and authenticity. But who can address the other topics? There is only one person who can be considered for leading change: John Kotter; likewise for getting results: Dave Ulrich and Norm Smallwood; and coaching: Marshall Goldsmith. Now we still have other leadership experts without a topic. Why not let Kouzes and Posner write about what they know best: the practices of exemplary leaders. The same is true for Jack Zenger: the engaging and inspiring leader; and Frances Hesselbein: leading the workforce of the future. Rounding Out the Table of Contents The table of contents is beginning to build. But what about the other topics that we deemed essential? Find the best and most experienced author you can. For example, Len Goodstein has been writing about strategic planning for 30 years or more, and didn’t Patrick Lencioni write a couple of great books about leadership and teams? Remember the Center for Creative Leadership (CCL) has been doing marvelous work about women in leadership for dozens of years. In fact, should ASTD even publish this book without partnering with CCL. After all, look at the “L” word in the name! Nine CCL authors will write six chapters. Well, you get the picture. This is how the Table of Contents for The ASTD Leadership Handbook was born. The end result is 32 chapters by 42 extraordinary authors. The chapters are starting to arrive: six are early, two authors have asked for extensions (that’s okay because I can’t read them all on the due date anyway), and several others have assured me that their chapters will arrive on time. To say that this is exhilarating is an understatement! Next Up: Make it Useful Next week I’ll address what we are doing to make The Handbook useful and practical for you the readers. Post your thoughts and I will work them into my comments.
What is a handbook? How does it differ from a book or compiled work of any kind? What’s it like to edit a handbook and how do you get started? Just over a year ago ASTD, released The ASTD Handbook for Workplace Learning Professionals.It introduces nine learning and development sections from assessment to evaluation, incorporating contemporary topics such as technology-enabled learning. Each of the chapters is written by a respected leader in the field who specializes in that topic. For example, who better to write about learning in the classroom than Bob Pike? The handbook, which I edited, also features several luminaries in the Workplace Learning and Performance (WLP) profession; some of them are the practitioners and the implementers of the content. One of the luminaries, for example, is Bill Wiggenhorn, the creator of Motorola University. A New Handbook is on Its Way ASTD will publish another handbook: The ASTD Leadership Handbook, which will be available in September 2010. I will also edit this volume and thought it might be interesting and fun, over the next couple of weeks, to explore what it takes to create one of these volumes. I’ve written a number of collected works and a handbook is the most significant type in this class of books. What makes a handbook special? Its name alone implies that it will be written by respected authorities of the topic. You also expect a handbook to be a collection of chapters that are related, yet unique in content. As the reader you must believe that you will be able to turn to the handbook to find the most accurate as well as useful answers to a variety of questions about the handbook’s topic. As a reader who decides to invest in a “handbook,” you have high expectations. First of all, the price alone contributes to these expectations, since handbooks are often two or three or even four times the cost of most other hardcover books. The editor must interpret and deliver on these expectations to make it worthwhile. A handbook must be authoritative, complete, and useful. Authoritative. A handbook must be written by authors whose work you respect and trust. When you pick up The ASTD Handbook, you hold over 2000 years of experience within your hands. You know the authors. You’ve read their work and have depended on their theories and concepts for years. Who would you select to be in the next handbook, The ASTD Leadership Handbook? Complete. A handbook must be fundamental to the subject. Readers have an expectation of key topics that should be covered about the handbook’s theme. The ASTD Handbook, for example, covers essentially everything you might name in the WLP field. If you were editing The ASTD Leadership Handbook, what topics would you include? Useful. A handbook by its very nature is written by gurus who have conducted research, identified theories, and produced volumes of knowledge on a narrow subtopic. Most of you, however, are too busy to unravel the entire string of research content. You want the nuggets of information, the how-to, and the go-do advice. You want answers to question and implementable ideas. If you were editing The ASTD Leadership Handbook, how would you make it useful? The editor’s job is to ensure that the handbook delivers the value that you, the reader, expect. The editor must ensure that the handbook: Next Up: Who, What and How? I hope you will submit your ideas this week. Check back in seven days and I will give you a sneak preview of ASTD’s next handbook.
A recent article in the Wall Street Journal discussed the urgency of leadership training in today’s economy. According to the article a lot of companies are increasing their budgets to deal with what they perceive to be a critical problem. The writer states: “Already, some companies say they are finding they don’t have the managers to spearhead new projects or step in for departing executives, a problem as companies try to shift into growth mode.” Feeding Your Leadership Pipeline, a new book by Daniel Tobin published by ASTD Press, is a resource these companies should invest in. And if you’re working for a small- or medium-size company, it should be on your book shelf too. Jim Kouzes says the book is “the most comprehensive, practical, and inviting book on the fundamentals of leadership development.”
On October 25, the IBM Board of Directors elected Virginia “Ginni” Rometty president and chief executive officer of IBM, and a member of the board, effective January 1, 2012. She will replace Samuel Palmisano, who will remain chairman of the board. In an international company as large and complex as IBM, you may think that this is an insignificant happening from a Learning standpoint. However, because of the deep partnership that IBM Sales Learning had forged with Ginni in her senior vice president role overseeing IBM’s global sales, global strategy, marketing and communications, it is as if a member of our team has ascended to this position of global significance. Over the last 100 years, IBM has transformed its workforce many times, in many cases creating the most vaunted workforce in the technology industry, or any industry, for that matter. Through its Sales Eminence transformation, the Sales Learning team partnered with Ginni over the last three years to transform IBM’s sales force by developing and deploying innovative learning solutions that are broadening and deepening the skills, capabilities and expertise of IBM’s 38,000 sellers, accelerating their productivity and enabling them to deliver exceptional client value and grow profitable revenue. Core elements of the partnership and transformation are a newly developed and deployed T-shaped Professional Sales Model and a redesigned Sales Career Model. The T-shaped Professional Model represents the breadth and depth of the skills, capabilities and expertise that are required of all IBM sellers and sales leaders. The new design of the Sales Career Model simplified sales job roles into three career paths: industry, solution, technical. Developing and deploying these new models were significant accomplishments and could not have been achieved without Sales Learning’s partnership with Ginni, or our partnerships with other areas of the business. For a learning professional, there is no better place to be than partnered at the highest level of the business, aligning with your clients as a trusted ally, contributing as a consultant to short- and long-term strategy discussions and being an integral part of driving business success. After all, partnering is a condition of success for the learning function. But there are perks and perils associated with powerful partnerships. The learning professional that achieves eminence and delivers results knows how to earn and leverage the perks and avoid and survive the perils. In the new year, for IBM Sales Learning, our “partner” will be occupying the corporation’s CEO office, bringing with it new perks and perils for our team. We’re ready for the challenges and the opportunities, as IBM embarks on its second 100 years. Paula Cushing is Director of Sales Learning within IBM’s Center for Learning and Development, a position she has held since 2008. In this role, Paula and team are transforming IBM’s sales learning strategy by developing and deploying innovative learning solutions that are broadening and deepening the expertise of IBM’s 38,000 sellers, accelerating their productivity and enabling them to deliver exceptional client value and grow profitable revenue.
This image appeared in the October 1991 issue of Training & Development magazine. The article compared an orchestra conductor to a manager of the self-directed work team. According to article authors John H. Zenger, Ed Musselwhite, Kathleen Hurson, and Craig Perrin, “What’s called for now is a different kind of manager–more strategic, more collaborative, more faciliatitve, and more responsive to customers, employees, and organizational imperatives.” Sound familiar? The more things change the more they stay the same. Do you have a manager training program in place? What are the critical competencies that managers need to succeed in today’s workplace? For more information about T+D magazine, visit www.astd.org/td.
(From the Huffington Post)–I returned from ASTD 2013 last week full of energy about the future of learning and leadership development, about advances in learning technologies, and about the integration of neuroscience into the process of learning new skills and becoming better leaders in all phases of our careers. It was energizing to be among 10,000 learning and development professionals, and to hear about some of the latest learning trends and thinking from large companies like UPS, thought leaders like Ken Blanchard and Sir Ken Robinson, and see new products and services from vendors at the Expo. Having never been to an ASTD ICE before, I wasn’t prepared for the scale and scope of the conference, and it was a bit overwhelming to try to take it all in. What I did notice were several trends that are impacting how organizations tackle learning and development: Read more
Project Management Excellence (PMX) is a cultural transformation using leadership development and project management to enhance already formidable skills to deliver projects. It’s more than technical training; it requires aligning leadership mindsets and building leadership skills across organizational levels, from sponsors to project managers. The mix of leadership alignment, a robust technical approach, and customized leadership development are the heart of creating both high performance and…
The world of work is rapidly changing due to technology, globalization, and a new generation of workers. In this changing landscape, the ability to identify and develop capable leaders will be key to business success. However, companies are struggling to see what lies ahead and to help potential leaders develop the skills they will need. In this webcast, we will discuss: – What are soft skills, and which ones are in demand for future leaders? – Where can L&D leaders find corporate learning programs for leadership development? – How do you measure the return on investment of soft skills training?
Traditional training methods may no longer meet the needs of today’s leader facing time and budgetary constraints. To address this challenge the speaker’s organization developed a just-in-time budget-friendly leadership development program. The program enlisted 1,200 leaders to access unique online modules, custom-designed internally, to align with the organization’s strategic goals and leadership competencies. Modules are plug and play and require virtually no preparation, so it’s more useful…
From ATD TechKnowledge 2017: Business leaders consider learning and development (L&D), e-learning, m-learning, and LMS initiatives as investments because they call for tangible financial requirements
While the goal of HR practitioners has remained unchanged for decades–improving employee performance to drive the business–today’s learners have different expectations for their development than they did a decade ago. It is clear that the options for design and learning for today’s learners are (literally) not our parent’s learning methods. This dynamic panel discussion and Q&A will be moderated the president and managing principal of ebb associates, inc. You will hear from four…
Talent development at Adobe is a highly tailored effort that thrives on innovation as much as it encourages it in employees. Donna Morris, Adobe’s senior vice president of HR, explains what makes the difference.