Courageous Training: Bold Actions for Business Results: Easy Read Comfort Edition
If you were a brand-new baby sea turtle, your odds for survival would be grim: of thousands hatched, only a dozen or so make it to adulthood. From jellyfish to dandelions, this is the way nature works. Thousands of seeds are dispersed in the seas or winds, but only a few are viable survivors. What seems to work OK in the world of nature is not effective in the world of business. Investments in workplace learning are meant to give birth to new capabilities that employees can use to improve job performance. Odds are better here than for sea turtles, but not by a huge amount. If you wanted a sure bet, your best guess would be 15% to 20% of trainees who participate in the typical workplace learning event ever employ their new capabilities in a way that leads to worthwhile results for the organization. This book is about how people who beat those odds do so, and it is for people who want to do the same.
What people are saying - Write a review
We haven't found any reviews in the usual places.
What Is Courageous Training?
Pillar 1 Be a BusinessGoal Bulldog
Pillar 2 Build WholeOrganization Responsibility
Pillar 3 Win the Hearts and Minds of
Pillar 4 Tell It Like It Is with Truthful
The Courageous Training Code Seven Ways
Introducing Four Courageous Training Leaders 184 9 Case Example 1 Diary of a CLO
Case Example 2 The So What? Factor 219 11 Case Example 3 Raising Expectations
Case Example 4 From Training Delivery
Getting Started on the Courageous Training
Terms and Tools
About BerrettKoehler Publishers
achieve action learning actions alignment American Kennel Club apply approach behavior bold Brinkerhoff business goals business impact business results Center for Leadership CEOs challenge Chapter Chief Learning Officer Children’s Clark County Clerical Academy coaching commitment concepts Courageous Training Code Courageous Training leaders critical direct reports discussions district efforts employees ensure Enterprise Resource Planning expectations focus Four Pillars HIL process Holcim implement Insight Enterprises investment involved issues knew Lawrence Cement leadership development line managers Logic of Training managers of trainees mance measurable meeting ment methods and tools NALC organization organizational outcomes participants principles responsibility role sales training senior executives senior leaders senior team Senior Vice President skills sponsor stakeholders Success Case Evaluation teleconferences tion training department training event training function training impact training initiative Training leaders know training process training program trying user group workshop