Encyclopedia of Leadership

HOW TO USE THIS LEADERSHIP TOOL

“No one knows how much time [leaders] in future organizations will spend reflecting, modeling,

and designing learner processes. But it will be a great deal more than was spent in the past.”

—Peter Senge, THE FIFTH DISCIPLINE

Research shows that your continued involvement as a leader is crucial in translating partici-

pants’ learned ideas and skills into organizational results. Critical elements for getting results

from training investments include:

✔ Link training to organizational or business needs. [☛3.1 Strategy]

✔ Meet with participants beforethe training event to clarify why the training is needed,

what results are expected, and what follow-through coaching and support will be pro-

vided. [☛13.1 Coaching]

✔ Meet with participants afterthe training event to discuss their learning, their concerns,

and how they will be applying their new knowledge and skills on the job.

SECTION 14 TOOLS FORLEARNING 435

A. Preparation

➊ Identify the

organizational goal, and

the gap between present

and desired goal

achievement.

➋ Identify performance

targets (behaviors)

required to meet the

business goal, and assess

the gap between present

and desired employee

behavior.

➌ Identify the knowledge

and skills (K&S) needed

to meet performance tar-

gets, and identify the

gap between present and

desired K&S.

B. The learning

event

➍ Select and develop a

learning event that will

build the required K&S.

C. Follow-through

➑ Measure business results,

and estimate the

contribution training has

made to these results.

➐ Support, coach, and

measure performance

against targets. Remove

barriers; reward

performance.

➏ If practical, test to assess

the level of post-learn-

ing-event K&S. Compare

with pre-learning-event

findings.

➎ Gather participant reac-

tions at the end of the

learning event.

➠

➠➠

➠

➠➠➠

Level of

valuation

Results

Performance

Learning

Reaction