The following are seven habits of which every ineffective manager has cultivated at least one. Want to be an effective manager? Kick these habits.
If you are reading this, you are likely considering how to create a deliver training and/or eLearning to a growing audience. You have either decided that classroom training will only take you so far or that you are going to start with eLearning as a means of training people in your organization. You are also likely discovering that there are many things to consider and many ways to create and delivery eLearning.
Social media and social networks, to say the least, have become one of the most common ways for people to communicate. Just about everyone — even your mom, probably — has connected somehow with someone else through as social-media tool.
Learning professionals need a host of skills in order to be successful. One that often gets overlooked is business acumen. If trainers don't truly understand how a business works, what it expects out of its training department, or what it ultimately wants its employees to be able to do, they simply can't be effective.
The difference between a great customer interaction and a bad one was, in many cases, as simple as a smile.
That's what Sears Home Services, the $2.7 billion arm of the nationwide retail chain responsible for customers' in-home installations and repairs, found after a full performance analysis of its field service technicians. In fact, the things
When I start working with organizations, I like to take some time to meet with the employees. I find that listening to how they describe their own organization — its values, behaviors, and attitudes — often shows more about the company's real culture than anything the management says.
Managers often talk about "empowering" employees. Books are written about it. Studies show it improves productivity, quality, employee satisfaction, and customer service. We all know it's important, but the fact of the matter is that most of the time, when managers try to empower their employees, they miss out on a crucial component.
When you hear the words "one-on-one training," your first impulse is probably to throw your hands in the air and explain about your squeezed budget. But fear not. We understand resources are tight. But even in today's era of less-than-luxurious learning and development spending, there's still a case to be made for tailor-made, personalized training.
I've worked as a training director in two companies. In my previous role, I managed a group of 13 trainers and instructional designers. But in my current role, I am what many would call a "department of one".