Focus Magazine - Fall 2016 - 21
COVERSTORY
peers have on us and on each other regarding our
thoughts, behaviors and actions. e power of peer
accountability (two colleagues who attended the same
workshop) can help sustain leadership development
programs by having the partners connect during the
program - sharing their insights, and their commitments
towards actions based on the workshop. Similar to the
cohort check-ins, the accountability partners should have
two calls within 60 days of the training event.
Start with the end in
mind: What is
important to your
stakeholders?
5. Cohort Check-Ins
ere usually is a natural bonding that occurs among
participants during training events. By using this naturally
occurring element to our advantage, we can help sustain
the training by having the same cohorts check in regularly
aer the workshop. is is usually done with two
calls/webinars organized and run by the facilitator of the
workshop within 60 days of the workshop. e facilitator
would review the key elements of the workshop and then
hear from participants on their successes and challenges in
implementing the desired behavioral changes.
6. Accountability Partners
As our society gets more comfortable with the idea of
social networking, we are starting to realize the power our
Measuring
Measuring leadership programs poses a particularly
difficult challenge - in part because the leader is at least
one step removed from direct sales comparisons and also
because most of leadership development revolves around
the training of the so skills that leaders need to be
successful. So while it's not always so easy or clear-cut to
measure, it is still something that can be done if we focus
it on the right metrics. Start with the end in mind: What is
important to your stakeholders? What is the behavioral
change that you're looking for post-event?
Kirkpatrick's model would tell us that if we can measure
level one to level four training we would have more
meaningful and actionable data to work with. Level three
and level four are the sweet spot in measuring leadership
programs. Surveys should be as short as possible, but two
questions are critical for leadership development
programs:
* e first question is asking whether the participant
intends to apply what they have learned in the
workshop within the next two-to-four weeks.
* e second question is whether they believe what they
learned in the workshop will lead to better business
results.
It is best to ask your survey questions within a week of
the participants attending the workshop, and then to
follow on with the same questions 60 days later to see if
application is occurring and relevance is still seen.
FOCUS | FALL 2016 | www.L-TEN.org
21
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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