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 aer 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 aer 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 oen 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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