Make learning stick. See how Google uses bite-sized lessons to help managers build psychological safety within their teams.
Content: Article | Authors: Debbie Newhouse, Regina Getz-Kikuchi | Source: re:Work | Subjects: Human Resources, Training & Development
A retired brigadier general explains how companies can prioritize talent development.
Content: Article | Author: Bernard Banks | Source: Kellogg Insight | Subjects: Human Resources, Leadership, Training & Development
Companies can vastly raise the odds of success if they take the time to build the needed capabilities.
Content: Article | Authors: Amy Radermacher, Cinzia Lacopeta, Elena Dumitrescu, Erhard Feige | Source: McKinsey Quarterly | Subject: Training & Development
We asked executives to tell us about the circumstances in which their leadership-development programs were effective and when they were not. We found that much needs to happen for leadership development to work at scale, and there is no “silver bullet” that will singlehandedly make the difference between success and failure. That said, statistically speaking, four sets of interventions appear to matter most: contextualizing the … [ Read more ]
Content: Article | Authors: Claudio Feser, Michael Rennie, Nicolai Nielsen | Source: McKinsey Quarterly | Subjects: Human Resources, Leadership, Training & Development
The vast majority of organizations put too much leadership development emphasis on people who are already in traditional leadership roles. And not enough on the people who are the promise of the future.
Content: Article | Author: Digby Scott | Source: ChangeThis | Subjects: Human Resources, Leadership, Management, Organizational Behavior, 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
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