Training Industry Quarterly - Spring 2012 - (Page 21)

The Science of Engagement Click the link above to hear a podcast recording of this TIQ article B y he rock band U2 has a remarkable story. The group began in Dublin, Ireland during the mid-1970s when its four members were 14 and 15 years old. At the start, they were not very good. In fact, no one could have imagined in their wildest dreams where the band would eventually end up. Today, U2 has received more Grammy awards than any band in history. Late last year, Atlantic Magazine asked the question: Is U2 the greatest rock band in history? It concluded that the Beatles still hold that title, but U2 is in the mix and has years to go before its members retire. U2’s phenomenal story begs the question: How did it become so successful from such shaky beginnings? An early incident in U2’s journey pro- m i c h a e l l e e s t a l l a r d drummer Larry Mullin Jr. because the recording studio felt he was holding the band back. When most bands would sell their souls for a deal with a major record label, U2 told them to shove it. For the sake of Larry, they walked away. This incident illustrates the force of connection within U2. Let’s further explore this concept of connection and how science proves that both individuals and organizations need it to achieve sustainable superior performance. the Force of Connection and science supporting it At our leadership training and consulting firm, we define “connection” as a bond based on shared identity, empathy and under21 T GreaTer knoWledGe floW fuels The markeTplace of ideas ThaT sTimulaTes innovaTion vides a clue. Before the band experienced economic success and its members were broke and in debt, they received a recording contract offer from A&M Records. There was a catch. They needed to ditch their Training Industry Quarterly, Spring 2012 / A Training Industry, Inc. ezine /

Table of Contents for the Digital Edition of Training Industry Quarterly - Spring 2012

From Where I Sit: Training in Alignment
Table of Contents
Ad Index
Guest Editor: Leveraging Goal-Setting & Feedback
Learning at the Speed of Business
The Dark Side of Digital
Closing the Generation Gap Between Leaders
Tomorrow's Learning: Blended & Just-In-Time
Assessing Learning and Performance
The Science of Engagement
Engaging Senior Leaders in the Learning and Development Process
Six Critical Measurement Mistakes and How to Avoid Them
The Difference Makers: Identifying and Hiring the Right People
Casebook: DTCC Learning: Developing a Training Digital Nervous System
Leadership Competencies: Delivering Results
Tweet Suite
Company News
Closing Arguments: Measure For Measure

Training Industry Quarterly - Spring 2012