We have to understand and cater to our worker’s needs now more than ever for a company to be successful. I’ve been mulling over this for some time–since I received the following comment: In the past few years the training field perhaps more than any other has been undergoing tremendous transition and evolution–from a warm-and-fuzzy …

Not everyone who starts a small business is an entrepreneur, nor should they be. Figuring out whether you’re an innovator, an entrepreneur or a manager can save you headaches down the road as a business planning idea.

The Need: Training for Change ~ Marsh & McLennan Companies put out a white paper on Strategic Organization Design: An Integrated Approach In the paper, it states “In every industry and business sector, competition continues to intensify. New players are suddenly changing the basic rules of the game with new products, technologies, distribution patterns, and …

If you have a bad apple on your team, is it better to try and salvage the person or just get rid of that person? Clearly, if the person can do the job and just isn’t goofing off, you want to put some energy into coaching that individual to improve his or her performance. Others …

At some one point in our career, many of us wanted to tell our employers, “I quit!”. We may even have fantasized going out in a blaze of glory, like former Jet Blue flight attendant Steve Slater. However, there is a right and a wrong way to transition from one job to another within or …

n multiple recent posts, I discussed techniques for building training that is more likely to result in actual learning. And while I believe that effective training is an investment that will yield a very positive ROI for companies, organizations cannot ignore where the majority of actual learning takes place. The majority of learning in an organization is a result of informal interactions. Employees learn by observation and dialogue with peers, leaders, managers and others. They learn limits by watching reactions of their supervisors and the consequences that come with pushing the limits. It is also within these same interactions with peers, leaders and managers that can make or break the learning transfer after a training session. So while training and HR departments are building programs to develop skill sets or improve performance, the real change happens in the culture. And the culture is built by all those interactions and observations that occur "back on the job."

It’s the small things everyday that can bring down employee morale and it’s the small things everyday that can raise it as well. When money is tight and raises are non existent or when the heavy work load seems never-ending, managers tend to forget the “basics” of management- that the supervisor’s recognition and appreciation are …

If you were asked in a behavioral interview for examples of being a team player, what would you say? This came up during a recent leadership coaching session with a department manager who would be adding eight new people to her team over the next several months. One of the key selection criteria is that …

Many are promoted into management positions because they do their present job well, perhaps better than others on the team. Unfortunately, many new managers are just thrown in without training and then left to sink or swim. Some make it; some don’t. Avoid these four mistakes that many new supervisors make. Included are comments from …

u have been following the series on Learner-Centered Training, you have already read about the first two steps in creating this environment. The thrid step is the practice phase. This is a crtical step in the training as it is where learning transfer takes place. It is also critical in this phase to remove the roadblocks to successful transfer and application