Courageous Training: Bold Actions for Business Results
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.
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Introduction The Hole Were In and How We Can Stop Digging 1 2 What Is Courageous Training?
Pillar 1 Be a BusinessGoal Bulldog
Pillar 2 Build WholeOrganization Responsibility for Training
Pillar 3 Win the Hearts and Minds of the MakeorBreak
Pillar 4 Tell It Like It Is with Truthful Measurement
The Courageous Training Code Seven Ways to Strengthen Your
Introducing Four Courageous Training Leaders
Case Example 2 The So What? Factor
Case Example 3 Raising Expectations for Concrete Results 227 12 Case Example 4 From Training Delivery to Trusted Advisor 253 13 Getting Starte...
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achieve action learning actions alignment American Kennel Club apply approach behaviors 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 effective efforts employees ensure Enterprise Resource Planning expectations focus Four Pillars HIL process Holcim Impact Map implement Insight Enterprises investment involved issues knew Lawrence Cement leadership development learning interventions line managers Logic of Training managers of trainees measurable meeting ment methods and tools NALC organization organizational outcomes participants principles responsibility role sales training senior executives senior leaders senior team skills sponsor stakeholders Success Case Evaluation tion training department training event training function training impact training initiative Training leaders know training process training program user group workshop