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.

A Perspective on Competencies by Hale Associates.

Content is only as good as the input your training development team uncovers to create it. You have skilled developers but if they aren’t getting the information they need their content will miss the mark.

Experiential learning presents a highly unique growth opportunity for participants, as well as a tool that planners can use to achieve a specific outcome. Differentiated from more traditional team-building, experiential learning uses a blended approach to learning, integrating activities, exercises, adventure elements, quiet time and ongoing post-event coaching to create powerful programs of leadership development, strategic planning, mentoring and coaching, communication, feedback and observation as well as enhancement of behavior styles.  

Every organization that delivers employee training and development programs must deliver learning content. It’s not an optional part of training programs; in fact the content should be the central or most critical part of every employee development initiative. The challenge in today’s world is that traditional approaches to content might no longer help organizations find, develop and deliver the right content to the right employee at the right time.

Beyond the Sales Process focuses on the frontline of engagement with customers. It is specifically intended for salespeople, account managers, their managers, and sales leaders, as well as others who have responsibilities and pressures associated with developing and winning business, and those who are tasked with extending and expanding their relationships with customers.

Either by design or by default, your team’s environment and work practices are reflected in the level of service you deliver to clients and customers. New technologies, rising expectations and shrinking budgets challenge us all to new levels. How do you keep your project from falling short in delivering on time and in budget when things are constantly changing?

"Performance management" sounds wholly positive. After all, who can argue with better performance? And effective performance management (PM) programs can deliver significant, tangible benefits such as: Increase in time spent on strategic priorities Improvement in employee productivity Jump in project completion rates More decrease in turnover