If attitude is everything when it comes to getting things done, which assumes that some sort of productive change has to take place, then the attitude of the leader has to be the most critical.
Like many managers in his organization, Jim was experiencing herculean levels of pressure. Having worked with him before, I sensed that he was actually in tears as he described his request.
A client is defined as a leader in the organization who is responsible for achieving a business goal and who has the authority to change the performance of a group of employees in order to achieve that goal.
The UAE is emerging as the next international HR hub; in fact, the area repeatedly ranked very highly in a global study of HR markets and practices. It’s an exciting time to be an HR professional in this region as businesses seek to ensure they…
Learning is not failure – but sometimes it can feel like it in the middle of the process. In fact, this is why so many personal and organizational change attempts fizzle out. The webinar focuses on developing 5-stages of change that give leaders a way…
Consider me your accountability coach. I’m here to challenge your thinking . . . specifically, to challenge you to give yourself the same energy you give to your learners.
Your materials are prepped. You’ve practiced the content inside and out. You’re ready to deliver a best-in-class training program. No matter how prepared we may feel, our profession is guaranteed to present us with the unexpected. So how do we pivot when faced with learners who don’t see value in the program, who don’t buy in to this timely investment? How do we train the untrainable?
Many forces and mega-trends are re-shaping the way L&D and talent development creates and delivers business value. Economic instability, technological advancements like artificial intelligence (AI) and machine learning and geopolitical changes have encouraged businesses to look beyond their traditional boundaries for opportunity and growth. Innovation…
It isn’t easy to create effective learning events. If it were easy, there would be little need for instructional designers—everyone would build their own learning events.
I did not go to school for talent development—I was thrust into the role of trainer, and I liked it. It turns out this was the same path as some people who built learning and development at some major companies, so much so that there is a term for it—we’re called “accidental trainers”.
