Training Industry Quarterly - Spring 2012 - (Page 25)

Click the link above to hear a podcast recording of this TIQ article Engaging Senior Leaders in the Learning and Development Process B y w e n d y B r o o K s success in executing strategy requires having the right capabiLity and capacity of peopLe ooking at the title for this article, you Putting the who into strategy may ask a few questions: Why would Most businesses, of all sizes Business Strategy senior leaders care about the learning and across all sectors, have started and Goals and development process? What is different 2012 knowing that it is likely to about senior leaders — should all leaders be be a more challenging world than interested in learning and in the process? last year. They need to develop The idea of involving leaders, especially at seever more demanding strategies nior levels, in learning has been around for a to deal not only with the pace long time and has never really taken hold in of change, but the direction and People People a widespread, systemic way — so why would often unpredictability of change. Capability Capacity anything be different now? As never before, in a globally Future Focused However, before considering these inter-dependant world, organizaquestions, it is important to focus on the tions have to be agile and responBusiness Aligned Portfolio L&D process itself and to pose some chalsive to macro trends and factors L&D Projects lenges to those professionals, who seek to beyond their control, at the same engage senior leaders with it. These are time as seeking to shape their desthe right challenges to pose for an L&D tinies, through intentional straIndividual L&D Projects process anyway, but they come more to tegic moves. Yet, at its very core, the fore when senior leaders are engaged. success in executing strategy reThe test of the L&D process becomes the quires having the right capability extent to which senior leaders see its value and capacity of people. and are willing to commit time and effort. The key question Many factors contribute to the ability of an organization to enbecomes “What characteristics of an L&D process will engage sure it has the right capability and capacity at the right time — but senior leaders?” one of the fastest and most powerful levers to achieve this is an L&D Training Industry Quarterly, Spring 2012 / A Training Industry, Inc. ezine / 25 l

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