How to market your L&D function w/ Maria Chilcote

June 19, 2018

Maria Chilcote, managing partner at The Training Clinic, talks about how L&D professionals can successfully market their services, and why it's important to do so. 

Main takeaways:

* You can't wait until management comes to you with a problem. You need to proactively market L&D as a provider of business solutions.

* Make alliances within the company and find champions who understand the value of L&D.

* Cultivate champions by educating yourself about the most pressing challenges facing the business and then create L&D solutions to help meet those challenges.

 

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Tips on time management w/ Sue Wigston

June 14, 2018

Sue Wigston, COO at Eagle's Flight, talks about time management--why it matters and how to do it.

Key takeaways:

* Leaders have a responsibility to help employees improve their time management skills.

* Effective planning is a major key to time management. Write down the things you want to accomplish and then prioritize them in terms of which will create the most value. Put those items in your calendar, and when the pop up, muster the discipline to get them done.

* Learn how to say no to things (meetings you don't really need to attend, tasks best done by someone else, etc.)

* Leaders must model time management skills it they expect employees to take time management seriously.

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9 keys to sales productivity w/ Mike Schultz

June 12, 2018

Mike Schultz, president of Rain Group, talks about 9 keys to sales productivity, based on his company's research. The keys include:

* Manufacture motivation

* Ignite your productivity

* Reengineer your habits

* Obsess over time management

* Learn to say no and have fewer priorities

* Play hard to get, i.e. turn off phone alerts

* Sprint into the zone, i.e block out at least 20 minute to focus on a single task

* Fuel your energy

* When you fall off the wagon, right the ship

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How employee experience and training affects customer experience w/ Micah Griffo

June 7, 2018

Micah Griffo, head of marketing at Ardent Learning, talks about why creating a great customer experience depends so much on a company's employees' experience in their day-to-day work. The central idea is that a great customer experience begins with employees who are not only well trained but who truly embody the core value of the brand and are able to convey those in a way that results in customers having an optimal experience with the brand.

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How to leverage employee-generated learning w/ Kasper Spiro

June 5, 2018

Kasper Spiro, CEO of Easygenerator, talks about employee-generated learning--what it is and how to leverage it to generate training content without relying solely on L&D.

Key takeaways:

* Empowering teams and individuals to capture their knowledge and format it for training can save time and money. 

* Millenial employees are used to learning on-demand, in their own time and on their own devices. Top-down, mandated learning derived from a central source takes too long to create and Millenials and other employees no longer find this sort of learning content engaging.

* Employees like being recognized for their knowledge and for sharing it with others. Knowledge sharing boosts morale and helps spead best practices throughout a company.

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Designing training to engage senior reps w/ Nick Kane

May 31, 2018

Nick Kane, managing partner at Janek Performance Group and co-author of the book Critical Selling: How Top Performers Accelerate the Sales Process and Close More Deals, talks about how to frame sales training to engage experienced reps.

Main takeaways:

* Frame the workshop as focused on acquiring knowledge and career development instead of on "sales training."

* Get input from senior reps before the workshop to help shape the content and to make them feel part of the process instead of just passive recipients.

* Follow up with senior reps to get feedback on the training and to develop coaching around ideas and principles set forth in the workshop.

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Why your onboarding is broken and how to fix it w/ Nathan Frisk

May 29, 2018

Nathan Frisk, owner of Aro Communications, talks about why your onboarding program probably doesn't work as well as it should and offers ideas for improving onboarding and getting new employees off on the right foot.

Main takeaways:

*When welcoming a new employee to your company, you're not just adding a number. Focus on what the employee can expect and how the company will help the employee get up to speed and thrive in their role. 

* Get rid of buzzwords and corporate jargon and speak to new employees like regular people, using everyday language that clearly communicates what's expected from them and that enables them to communicate what they expect and hope for.

*Crappy onboarding can result in unengaged employees and high turnover, costing your company time and money. Investing in onboarding upfront saves time and money because it empower new employees to perform well in their roles and to grow over time.

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The limits of AI, and why B2B lead generation is becoming more “human” w/ John Girard

May 24, 2018

John Girard, CEO of Cience, talks about why, admist the deluge of technology and artificial intelligence systems transforming sales, B2B prospecting is actually become more reliant on human-to-human contact and conversation.

Main takeaways:

* While AI bots may be useful for automating many rote, systematic sales-related tasks, the technology is not yet capable of navigating the complex give and take of most B2B sales processes and interactions.

* The automation of some parts of the sales process has highlighted the value of so-called "soft skills" unique to humans -- the ability to listen, to tell stories, to read body language and connect on an emotional level.

* Trainers and coaches have increasingly important roles to play in helping sales people and other employees hone their soft skills.

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Why Women Are Leaving Your Company and How to Keep Them From Leaving w/ Melissa Lamson

May 22, 2018

Melissa Lamson, founder of Lamson Consulting, talks about why roughly 17% of women leave their corporate jobs for better opportunities and what businesses can do to make their workplaces less likely to lose female employees. 

Key takeaways:

* Many women, like men, leave jobs because they don't find the work to be very meaningful. But women also have a greater concern for being able to climb the ladder and make a career. And, generally, women are less socialized to ask for what they want. Leaving to find a better opportunity is often seen as easier or less confrontational.

* 17% of women leaving jobs every year matters because there's global competition for talent, and businesses around the world are struggilng to fine qualified, trained talent. Also, research shows the having a more diverse leadership in terms of gender increases financial performance.

* Many women struggle with delegating and try to do it all themselves. Melissa tries to help women understand that by delegating, they're helping their teams learn new skills and take on new challenges. 

* Companies that make a conscious effort to make leadership more diverse in terms of gender set an example for the entire company and encourage younger female employees to stay and work their way up.

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Why L&D need to see themselves as value creators w/ Ed Holinski and Jim Rush

May 17, 2018

Ed Holinski, who leads solution strategy at Performance Development Group, and Jim Rush, founding partner of MEM partners, talk about why L&D professionals need to position themselves not just as curriculum developers but as value creators who help solve business problems and meet company wide goals.

Key takeaways:

* In order to add value, L&D leaders need to look at things from the perspective of the CEO and know the business inside and out. CEOs want solutions to pressing business problems, and so L&D professionals need to market what they do as helping to solve those problems today.

* A key way for L&D to add value is to meet the desire for real-time, pinpoint learning. Doing so helps the company compete for the most talented employees. 

* Another key for L&D is listening to the CEO and c-suite executive to learn about the issues they're facing, the problems hitting them over the head, and opportunities for solving those problems. Then using that knowledge to leverage the L&D function to add value by helping to address those problems.

* Businesses spend hundreds of millions of dollars every year on L&D yet often don't see ROI and consequently don't see L&D as a particularly valuable part of the organization. It's incumbant on L&D leads to find out what sort of material impact the CEO and his or her team are looking for and then figure out a way to help drive that.

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