We’ve confirmed that vocational skills can be taught (you’re not born knowing engineering or copywriting or even graphic design, therefore they must be something we can teach), while we let ourselves off the hook when it comes to decision making, eager participation, dancing with fear, speaking with authority, working in teams, seeing the truth, speaking the truth, inspiring others, doing more than we’re asked, caring … [ Read more ]
Content: Quotation | Author: Seth Godin | Subjects: Human Resources, Organizational Behavior, Personal Development, Skills, Training & Development
Although diversity and inclusion training is prevalent in corporate America, its impact is inconsistent. According to the evidence, sometimes the programs even have the opposite effect of what they intend. One 2016 study of 830 mandatory diversity training programs found that they often triggered a strong backlash against the ideas they promoted. “Trainers tell us that people often respond to compulsory courses with anger and … [ Read more ]
Content: Article | Authors: David Rock, Heidi Grant | Source: strategy+business | Subjects: Human Resources, Organizational Behavior, Training & Development
Effective feedback helps people see themselves in new ways.
Content: Quotation | Author: Paul B. Thornton | Subjects: Coaching, Human Resources, Management, Training & Development
Training works when the organization is ready both in terms of the systemic culture and pattern of management that exists.
Content: Quotation | Author: Michael Beer | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Organizational Behavior, Training & Development
The system of organizing and managing is so powerful that individuals and teams returning from training will not be able to be more effective unless the system enables them to apply their learning. So, efforts to change the system must come first.
Content: Quotation | Author: Michael Beer | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Management, Organizational Behavior, Training & Development
Four factors lie at the heart of good, practical leadership development: making it experiential; influencing participants’ “being,” not just their “doing”; placing it into its wider, systemic context; and enrolling faculty who act less as experts and more as Sherpas.
Content: Article | Author: Deborah Rowland | Source: Harvard Business Review | Subjects: Leadership, Training & Development
In domains like music, sports, where there’s a lot of individual training, you see the ratio between training and performance. You probably perform less than 1% of the time that you spent training. Whereas in business, it’s more like 99% performance and 1% training.
Content: Quotation | Author: Anders Ericsson | Source: Knowledge@Wharton | Subjects: Career / Employment, Organizational Behavior, Personal Development, Training & Development
Leaders want to get better in the here-and-now, not to be judged against a competency map or be sold an abstract theory about what leadership should look like. If you want to become a great leader, become a student of your context — understand your organization’s social system — and mind your routines. Leadership development is more about application than theory.
Content: Quotation | Author: Todd Warner | Source: Harvard Business Review | Subjects: Leadership, Personal Development, Training & Development
Traditional corporate training programs still rely on classroom learning, even though researchers have long found that the classroom alone is a poor fit for adult learning patterns. Most adults instead need a mix of concrete experience, reflective observation, abstract conceptualization, and active experimentation.
Content: Quotation | Source: McKinsey Quarterly | Subjects: Human Resources, Training & Development
To be effective, every executive needs a broad perspective on both the organization and the business context that it operates within. This perspective can only come from having work experiences in different parts of the organization, in different businesses, and, for global companies, in different parts of the world. Although important, traditional leadership coaching, training, and mentoring programs—which most companies have focused on in their … [ Read more ]
Content: Quotation | Author: Cynthia McCauley | Source: strategy+business | Subjects: Career / Employment, Human Resources, Management, Training & Development
Organizations must have systems in place to allow temporary assignments, and opportunities for people to take on work that’s not part of their official jobs, in order to keep people from hoarding talent or blocking its development. Leader development won’t succeed if the organization sets it up to be the responsibility solely of the talent management function within HR. It needs to be the joint … [ Read more ]
Content: Quotation | Author: Cynthia McCauley | Source: strategy+business | Subjects: Human Resources, Management, Organizational Behavior, Training & Development
There’s a human law that says that the gap between the one at the top and the average is a constant. And it’s terribly hard to work on that huge average. You work on the few at the top, and you raise them, and the rest will follow.
Content: Quotation | Author: Peter F. Drucker | Source: Across the Board (ATB) | Subjects: Education, Management, Organizational Behavior, Training & Development
The philosophy of case teaching, discussion-based learning, is really that by gathering together a group of smart capable people; presenting them with the kinds of challenges that a manager would face once in a year or once in a lifetime; doing that on a regular basis, 2-3 times a day; and getting them to go through the process that managers do—gathering the data and analyzing … [ Read more ]
Content: Quotation | Author: Christopher A. Bartlett | Source: Ivey Business Journal | Subjects: Education, Training & Development
Companies waste a lot of time when they try to set up a development plan to make people become someone they’re not.
Content: Quotation | Author: Randall J. Beck | Source: Gallup Management Journal | Subjects: Human Resources, Management, Organizational Behavior, Training & Development
U.S. companies are extraordinarily sophisticated about virtually all aspects of their supply chains—except when it comes to labor. They regularly calculate whether it makes more sense to build or buy components, for example, but seem completely stymied by the idea that training a workforce could be an option.
Content: Quotation | Author: Peter Cappelli | Source: strategy+business | Subjects: Human Resources, Training & Development
Developing talent is business’s most important task—the sine qua non of competition in a knowledge economy.
Content: Quotation | Author: Peter F. Drucker | Source: strategy+business | Subjects: Human Resources, Training & Development
If you’re asking people to do extraordinary things, they have to see you leaning in to help them learn and grow. Otherwise, your message will fall on deaf ears over time.
Content: Quotation | Author: Douglas Conant | Source: strategy+business | Subject: Training & Development
The typical U.S. company spends nearly fifty times more to recruit a $100,000 executive than it will invest in his annual training.
Content: Quotation | Author: Vadim Liberman | Source: The Conference Board Review | Subjects: Human Resources, Training & Development
Adults learn in predictable steps. Before employees can master a new skill effectively, for example, they must be convinced it will help improve their organization’s performance, recognize that their own performance is weak in that area, and then actually choose to learn. Yet most corporate training programs overlook these prerequisites and just assume that employees “get it.” This approach is a big mistake because it … [ Read more ]
Content: Quotation | Authors: Aaron De Smet, Elizabeth Schwartz, Monica McGurk | Source: McKinsey Quarterly | Subject: Training & Development
An exclusive focus on execution-as-efficiency leads companies to delay, discourage, or understaff investments in areas where learning is critical. It’s a given that switching to a new approach can lower performance in the short run. The fastest hunt-and-peck typist must endure a short-term hit to performance while learning to touch-type, just as the tennis player suffers initially when shifting to a new, better serve. These … [ Read more ]
Content: Quotation | Author: Amy Edmondson | Source: Harvard Business Review | Subjects: Learning, Training & Development