Training Industry Magazine - Summer 2014 - (Page 3)

FROM WHERE I SIT - D OU G H ARWAR D EFFECTIVELY LEADING THROUGH C H A N G E I N I T I AT I V E S A common phrase used in business is, "the more things change, the more they stay the same." Or stated in other terms, the only constant in business is change. There is little doubt that the most successful businesses are adept at managing change. One of the most important elements of change management is how to manage people in a rapidly changing organization. Effectively managing talent in a changing organization is one of those topics that everyone seems to recognize as a necessity, but is so nebulous that it's hard to articulate the fundamentals of what should be done, and how to execute it. Training organizations have a critical role in this process. Although change management is most often managed within the c-suite, or by an executive change agent responsible for all aspects of change management, the training organization has a critical role in making sure all aspects of training activities - from processes to courses, to informal delivery and access to content - are strategically aligned to where the business is going. This may seem obvious, but the problem we often encounter is that we provide training based on the current needs of the organization, rather than based on the future needs of the organization after change initiatives have occurred. This Training Industry Magazine edition addresses several fundamental challenges training executives must be aware of when leading an organization through change initiatives, including a merger or acquisition, managing sales in a changing business, how to use applied learning to help with change, and the importance of trust between management and a dynamic workforce. THE MOST SUCCESSFUL BUSINESSES ARE ADEPT AT MANAGING CHANGE. From where I sit, training organizations contributing the most to changing corporate cultures are those that are led by forward-thinking training executives. Leaders of great training organizations do not follow the mandates of their corporate leaders - they are strategically aligned to the needs of the changing business and a part of the discussions when executive teams begin the planning cycle for change initiatives. Highly effective training managers not only understand the requirements for leading change in training, but they understand the requirements for leading change within the organization. Doug Harward is CEO of Training Industry, Inc. and a former learning leader in the high-tech industry. Email Doug. T R A I N I N G I N DUSTR Y MA GAZ INE - SUMMER201 4 I WWW.TRAININGINDU S T RY . C OM/ MAGAZ I NE 3

Table of Contents for the Digital Edition of Training Industry Magazine - Summer 2014

From Where I Sit
Table of Contents
Guest Editor: Developing Emerging Talent Pipelines
The Inherent Inertia of Training
Stop Harping on Generational Differences
Learning to Live the Brand
Leading through a Merger and Acquisition
Organizational Change through Applied Learning
Influencing without Line Authority: A Key Skill for Virtual Project Managers
The Currency of Trust: The Difference between Flourishing and Floundering
Building Buy-in for Learning Investments
Sales Winners Sell Differently: How Selling Is and Isn't Changing
From Mind-Full to Mindful: The Intention/Instruction Intersection
The Implications of Organizational Forgetting
Casebook: ADP: Improving Sales Process Effectiveness
Sustaining Training's Impact
Managing at the Speed of Business
Becoming an Authentic Leader
What's Online
Company News

Training Industry Magazine - Summer 2014