Bill Brewer will introduce participants to the basic concepts underlying Peter Block’s highly successful Flawless Consulting workshops. The principles are simple and practical.

According to Accor Services 90% of organizations say employee engagement impacts business success, but 75% of organizations have no engagement plan or strategy. Senior leaders are the visible face of an organization. These leaders are responsible for building and communicating the vision and strategic direction of the company. Employees belief in senior leadership is one of the three critical ingredients of employee engagement. When employees believe in and trust senior leader companies are more likely to have a higher level of organizational engagement. Dale Carnegie Training’s White Paper "Building a Culture of Engagement: The Importance of Senior Leadership" explains how leaders can build a workforce around organizational engagement which gives their company's a competitive advantage.

Successful organizations understand that people are their most important assets. When high-performance businesses understand employees’ core skills and development needs, they’re more likely to achieve superior results. But building out a dynamic learning culture that really understands your employee needs is not a simple task.

We struggle with problems that seem unbeatable. Will we ever be able to improve employee engagement, cut costs, grow profit, and improve quality? These organizational problems are really team problems, and team problems are primarily people problems.  

Coaching is growing and growing. It’s finally here the ultimate opportunity to extend our value and brand as training professionals. Managers who coach extend the value of training and can be measured in terms of great organizational value. Far too long has gone by where the training professional has had to fight to quantify and validate our existence. Coaching has changed that!

Imagine the difference between looking across the room through a glass of muddy water and a glass of clear water. The muddy water represents how our decision making is impacted by negative emotions. Our minds were designed to keep us safe. Every moment your brain is scanning around you to see what might threaten you. Luckily, most of us are not physically threatened very often, but our brain also picks up threats to our self-esteem. 

Since the early days of "creativity training" and "problem solving," brain research has vastly enriched our understanding of the human mental process. New research findings with very practical, down-to-earth applications may well revolutionize our understanding of the ways people think, learn, and perform. Functions like social intelligence; emotional intelligence; practical intelligence; cognitive preference; neuroleadership; design psychology; and subliminal impacts of color, language, and narrative are opening up new ways to approach teaching, learning, and development.

Research shows that effective sales coaching can dramatically improve the performance of sales teams - in some cases driving up revenues by 20% or more. But all too often sales organizations find it challenging to develop a sales coaching program that's embedded in a coaching culture.   Read this 5-page white paper and learn best practices and strategies for developing an effective sales coaching program for your sales organization.   In this white paper you will learn how to: Implement a proven sales coaching model Create a coaching culture Use metrics to maximize the ROI on coaching Turn sales managers into great coaches

There’s much frustration with the limited range of interactivity found in eLearning programs. Arbitrary multiple-choice and true-and-false questions, even when masquerading under flashy game-like interfaces, fail to engage learners’ attention. Worse yet, they usually fail to teach. Too often designers feel bound by the limits of actions available to the learner—senseless button clicking, random dragging, confusing entries. But, even working within the constraints of low-level authoring tools, it is possible to design eLearning activities that will engage, motivate, and captivate the learner’s imagination and enhance post-training performance.

An Approach - The Reality of Product Management  The illusion of control drives adversarial relationships between customers and the project team. Made up dates/effort in the Project Schedule are treated as truth. Project Managers are judged by their ability to meet these made up dates regardless of what happens during the project. Leaders and customers shy away from defining the measurement of DONE. Lack of clarity about expected measurable outcomes and how this ties to business ROI is often avoided, vague or missing entirely in discussions.

Big data is not just for the IT department. What are some of the insights we can gather from big data that will affect how you plan your HR and Learning Strategy? How do you set up your learning initiatives to contribute to additional insights on performance in your organization?

Able, adjusted, all systems go, apt, equipped, fit, in order, organized, planned, prepared, primed, qualified, rehearsed, set. These are all synonyms for the word ready. The question is, can you really be sure that these words apply to your sales team? To help you not only shift the way you think about sales readiness, but actually take steps towards ensuring your own sales organization’s readiness, we have compiled 22 tips to guide you.  

A decade’s worth of executive surveys on innovation highlight a significant gap between what leaders say they want and what their organizations delivers. Over 80% of leaders surveyed believe innovation is important for their future success, but less than 30% are satisfied with their current level of innovation. So why, despite all the talking, have the leaders not given innovation the attention it requires? The short answer is that they have not had sustainable solutions—practical and reliable programs that deliver long-term, predictable results. Instead, they have had an endless array of partial answers. They are left with an alarming innovation gap.

As we adapt to a new working norm, organizations are struggling to keep their workforce productive, engaged and delivering on corporate objectives. In this eBook you’ll get 5 modern learning strategies that support higher employee engagement and retention, as well as help build a more agile and higher performing organization. You'll gain insights into: The top three reasons to revamp your learning strategy Five modern learning strategies to guide your way Tips and resources for creating a more people-centric approach to learning and talent development

Most videos in training and elearning are talking heads, lecture-type presentations or demonstration of a product or process. Case in point: your training director suddenly decides that it is good for the CEO to present an idea.

Organizations are finally realizing that people learn more of what they need to be effective at their job through informal channels, on-the-job experiences and coaching than they do through more formal means. When it comes to developing and executing the learning strategy, however, companies continue to look at things completely upside-down. The vast majority of the learning delivered within organizations is through formal classrooms and e-learning courses, which only accounts for about 10% of the learning that occurs. Even within that 10%, retention rates for single, formal learning events are abysmal, with most learners forgetting close to 90% of what they learned over time. What opportunities are companies missing to help people retain more of what they are learning and discover new knowledge through other, more informal channels?  

A 2012 report by Deloitte identified eight trends in human capital that will have the most business impact over the next 18 to 24 months. One of the trends identified was the development of next generation leaders.

THE 70:20:10 FRAMEWORK More and more businesses are adopting 70:20:10 to help build organizational strength. However, a question often posed is whether the approach is a theory of workplace learning, a way of cutting down on training costs, or a mantra to be followed slavishly. Alternatively, is 70:20:10 simply ‘old wine in new bottles’ given that most Learning and Development (L&D) professionals think they already combine learning and work? Some ask ‘why bother with 70:20:10 at all’? Additionally, ‘what is it with this neat formula - 70, 20, 10’? People are suspicious of nice round numbers. Surely the reality of learning and performing is much too complex to be described in terms of simple ratios? Despite all these criticisms, there’s a worldwide movement of L&D professionals who realize and acknowledge the value of 70:20:10. This is not because it’s a mantra, an ideology or an end in itself, but because it enables them to connect more quickly and effectively to what really matters: learning and performing at the speed of business. Their work isn’t just about providing formal learning solutions. By using 70:20:10 as a reference model, more and more L&D professionals are co-creating solutions with their business colleagues. This ‘movement’ and new way of working with 70:20:10 makes L&D more relevant to their organizations.

If you’re a CLO or training leader you realize there are times when your clients are just checking-the-box and a death by PowerPoint is what they want. Part of being a leader is having a track record for results and - knowing what battles to pick. This means you can identify projects, initiatives, and curricula that really must - deliver results. And, you can develop sponsors who value the investment and are open to collaborating on a genuine training solution.

You want your managers to deliver results. Not just any results - you’re looking for breakthrough results. In order to get that done, they must be viewed by their teams as smart, likable, hard working, and caring. But there’s another quality that can make or break a manager’s pursuit of success. Managers can only get their teams to execute the strategy successfully if they start with themselves. They must understand the strategy itself and see how internal/external forces and trends impact the business. They must know the customer needs and requirements, as well as be a role model of the culture, behaviors, and values of the organization. This paper will help managers discover, synthesize and internalize these critical qualities. Download Below.  

A study by eLearning News suggests that there is an increasing number of workers and employees who learn while on the job. Coupled with smartphones, tablets and laptops, learning and accessing knowledge becomes "use as you go" or "learn as you work."

Content is the backbone of learning. Without the right pieces in place, your learning efforts — no matter how well intentioned — will fall flat. View this Lightpaper and learn how your organization can: personalize the learning experience, efficiently author content, be more agile, and drive performance.  

This presentation will share the latest topics on the minds of L&D practitioners as it relates to emerging measurement practices including executive reporting, big data, social learning, scrap learning, strategic program measurement, prescriptive "Instant Insights," and building a business case for analytics. Glimpse into the latest trends and challenges on the minds of thought leaders and practitioners and glean creative insights to augment your learning analytics strategies in now and beyond.

A lot has been said about mobile learning and how it has already taken enterprise training by storm. However, it has become quite challenging to separate the noise from facts. If you are planning to roll-out your mobile learning initiative or even if you are already a veteran, you should join us at this webinar.