Focus Magazine - Fall 2016 - 19
COVERSTORY
Sustaining & Measuring
Leadership Development
■ By Thomas Hood
There are six
practices that
have been found
to be proven in
sustaining leadership
programs.
Bayer Essentials:
Joe Penna, Associate
Director, Field Sales
Leadership Development
Reed Hopkins, Associate
Director, Field Sales
Leadership Development
Tom Hood, Deputy
Director, Field Sales
Leadership Development
(not pictured) Renee
Landry, Associate
Director, Field Sales
Leadership Development
L
eadership training is one of the fastestgrowing fields in the learning and
development arena. e life sciences
industry is leading other industries
when it comes to leadership
development programs at all levels -
emerging leaders, first-line leaders,
and second-line leaders.
One of the challenges in
executing a successful leadership
development program is
overcoming how to measure the
success of the components of the program, as
well as how to sustain the behavioral changes
that are desired from the program. is article
will share some ideas on ways to better sustain
leadership development programs and
measure the effects of those programs. We'll
cover each of these parts in detail.
Overcoming Forgetting
How many of us as trainers have
experienced the post-event frustration that
seems to come
about when the
participants of
our programs lack
the ability to
recall information
delivered during
the training event,
or fail to
implement
desired
behavioral
changes? It's a
very common
problem and
highlights the
FOCUS | FALL 2016 | www.L-TEN.org
importance of sustaining the key behavioral
changes we want from a training event aer
the event.
e Ebbinhaus forgetting curve states that
only 25 percent of information is retained 48
hours post training event, and that 90 percent
of the information learned is lost aer seven
days post training event. We have a lot to
overcome in sustaining the real change we
want from the leadership program - thus the
need for sustainment tools.
Sustainment
e purpose of sustainment is to transform
the in-classroom learnings to behavioral
changes post event - specifically taking what
was learned in the classroom and translating it
into practical leadership behaviors in the field.
We want this to be a lasting behavioral change.
ere are six practices that have been found to
be proven in sustaining leadership programs.
In each of these practices it should be
remembered that the sustainment
intervention should be done early, made
convenient to the learner, and repeated oen
as reminders for the participants.
19
http://www.L-TEN.org
Table of Contents for the Digital Edition of Focus Magazine - Fall 2016
Focus Magazine
From the President: Discovering the 'Why'
Table of Contents
Table of Contents
Guest Editor: Going Mobile for Learning
Directions: The Art of Customer Service
Front of the Room: Don't Fear the Cricket
Neuroscience: The Science of Collaboration
Sustaining & Measuring Leadership Development
Wrapping Up the 45th LTEN Annual Conference
Selling Performance in the Field Visit Process
Medical Simulation: Is It Worth the Investment?
Nonverbal Leadership
3 Technology Trends to Try
Sales Training: Increasing the Likelihood of Success
Virtual How: Compensation, Incentives and Levels
Ad Index
Focus Contacts
5 Questions with Michael Bungay Stanier
Focus Magazine - Fall 2016 - Intro
Focus Magazine - Fall 2016 - Focus Magazine
Focus Magazine - Fall 2016 - Cover2
Focus Magazine - Fall 2016 - 3
Focus Magazine - Fall 2016 - 4
Focus Magazine - Fall 2016 - From the President: Discovering the 'Why'
Focus Magazine - Fall 2016 - 6
Focus Magazine - Fall 2016 - Table of Contents
Focus Magazine - Fall 2016 - 8
Focus Magazine - Fall 2016 - Table of Contents
Focus Magazine - Fall 2016 - 10
Focus Magazine - Fall 2016 - Guest Editor: Going Mobile for Learning
Focus Magazine - Fall 2016 - 12
Focus Magazine - Fall 2016 - Directions: The Art of Customer Service
Focus Magazine - Fall 2016 - 14
Focus Magazine - Fall 2016 - Front of the Room: Don't Fear the Cricket
Focus Magazine - Fall 2016 - 16
Focus Magazine - Fall 2016 - Neuroscience: The Science of Collaboration
Focus Magazine - Fall 2016 - 18
Focus Magazine - Fall 2016 - Sustaining & Measuring Leadership Development
Focus Magazine - Fall 2016 - 20
Focus Magazine - Fall 2016 - 21
Focus Magazine - Fall 2016 - 22
Focus Magazine - Fall 2016 - 23
Focus Magazine - Fall 2016 - Wrapping Up the 45th LTEN Annual Conference
Focus Magazine - Fall 2016 - 25
Focus Magazine - Fall 2016 - 26
Focus Magazine - Fall 2016 - 27
Focus Magazine - Fall 2016 - 28
Focus Magazine - Fall 2016 - Selling Performance in the Field Visit Process
Focus Magazine - Fall 2016 - 30
Focus Magazine - Fall 2016 - 31
Focus Magazine - Fall 2016 - 32
Focus Magazine - Fall 2016 - 33
Focus Magazine - Fall 2016 - 34
Focus Magazine - Fall 2016 - 35
Focus Magazine - Fall 2016 - Medical Simulation: Is It Worth the Investment?
Focus Magazine - Fall 2016 - 37
Focus Magazine - Fall 2016 - 38
Focus Magazine - Fall 2016 - 39
Focus Magazine - Fall 2016 - Nonverbal Leadership
Focus Magazine - Fall 2016 - 41
Focus Magazine - Fall 2016 - 42
Focus Magazine - Fall 2016 - 43
Focus Magazine - Fall 2016 - 3 Technology Trends to Try
Focus Magazine - Fall 2016 - 45
Focus Magazine - Fall 2016 - Sales Training: Increasing the Likelihood of Success
Focus Magazine - Fall 2016 - 47
Focus Magazine - Fall 2016 - 48
Focus Magazine - Fall 2016 - Virtual How: Compensation, Incentives and Levels
Focus Magazine - Fall 2016 - 50
Focus Magazine - Fall 2016 - 51
Focus Magazine - Fall 2016 - Ad Index
Focus Magazine - Fall 2016 - Focus Contacts
Focus Magazine - Fall 2016 - 5 Questions with Michael Bungay Stanier
Focus Magazine - Fall 2016 - Cover3
Focus Magazine - Fall 2016 - Cover4
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