Corporate America has been talking about innovation as a business imperative for almost 20 years now. In that time, we’ve seen new models and gatekeepers emerge. We’ve also seen attitudes and strategies shift. And although 91 percent of executives still say innovation is a strategic priority, some interesting changes are afoot.
For example, according to the 2013 GE Global Innovation Barometer:
- Attracting and retaining innovative people is considered “very important” by 43% of senior leaders surveyed (only 42% cited the development of new technology).
- Process innovation will outpace product improvements, as businesses look to more sustainable processes and customer services, going forward.
- Most countries are losing confidence in their universities’ ability to prepare innovative leaders.
All told, companies are leaning more on their teams (and on their internal ability to develop strong teams), in order to realize innovation goals. Since the issue is increasingly relevant in 2014, here are just a few of the questions we often field when it comes to creating an innovative culture:
1. What’s the difference between product innovation and process innovation?
Sometimes people assume “innovation” only refers to product improvements or entirely new, disruptive technologies. Product innovation is certainly a key driver of growth, but fresh thinking should extend beyond your R&D department. And when it does, everyone can play a role.
Process innovation is what happens when everybody realizes it is their job to be an innovator. The people closest to specific processes are ideally qualified to create new and better solutions, but there’s room for everyone to speak up.
Your employees should always be looking for ways to improve. They should always be looking for ways to do things better, faster, cheaper. And if you really want to obtain these insights, your leaders need to encourage/implement the creativity that comes through.
2. How can I encourage my organization to view innovation as a competency?
The place to start is at the top. I would encourage you to talk with your manager, your VP of HR, and even have conversations with your CEO. In order to have an innovative organization, you need to have a supportive leadership team. They need to assign the necessary resources to help create innovation from within.
The organizational culture has to be positive and open to risk-taking. A key thing to recognize is that you want to model innovation yourself. If you think this makes sense and it really is a good idea, go talk to the people on your teams that can encourage that. Explain why you think it is important. And don’t hold back!
3. What steps do you recommend for cultivating buy-in?
Changing a company culture takes time. Even with enthusiastic stakeholders, it won’t happen overnight. Start with a conversation about where you’re going and what you need to get there.
After you’ve identified the elements of change/innovation you want people to focus on, you’ll need to practice reinforcement. We do a lot of culture integration sessions for our clients, and one thing that we always do is build in reinforcements. For example, we provide reinforcement webinars that occur regularly, for up to a year after the initial program. We also send out newsletters with reinforcement tips.
The other key piece is encouraging your senior managers to adopt a long-term vision. We’ve seen a lot of research around successful companies—most of them stand apart in their long-range strategic planning abilities.
If you’re a publicly-held company, it can be more difficult to effectuate a long-term vision while you have to worry about stock prices, as well. But ultimately, the two go hand-in-hand.
4. How can company leaders start the innovation conversation?
First, you need a baseline. What are you already doing well? What are your organizational roadblocks?
One way to establish context is to take our complimentary Innovative Leadership Assessment. The assessment is designed to:
- Target the innovation strengths and weaknesses in your organization
- Highlight key areas that support ongoing innovation
- Help your organization gain a competitive advantage
This is an easy tool to share with other members of your team and your senior leaders. By identifying any major gaps or inconsistencies, you can begin to address the question of innovation in ways that make the most sense for your group.
5. What makes Quantum qualified to advise on corporate innovation?
In addition to her many years of practice and long-standing relationships with large enterprise clients (including several Fortune 500 organizations), Quantum Founder and President, Susan Cullen, recently received her certification as a Six Thinking Hats facilitator.
Cullen was already a well-known authority in leadership development and performance management. This new certification qualifies Cullen to facilitate training based on Edward de Bono’s innovation methods.
You might be surprised to see all the companies in your industry who are already adopting de Bono methods. Give us a shout—we’ll share the list.
What does it cost to develop effective management? To promote the kind of leaders who truly support and regularly acknowledge the people around them? Informally, Scott O’Neill’s organizations (the Philadelphia 76ers and the New Jersey Devils) are doing it for 10 cents a day, every time they encounter “great assists” in the workplace.
But the better question remains: what’s the cost of foregoing management training? Newly-promoted managers and long-time executives alike need regular skills development to keep pace with evolving goals and challenges. Because trial and error-style management can get pretty pricey…
So start thinking about your management training options today. Meanwhile, here are three ways management training will actually save your company money:
1. More Productive Teams
By now you’ve probably memorized some of the more alarming statistics from Gallup’s State of the American Workplace report—including the fact that 70 percent of U.S. workers simply aren’t engaged in their roles. Gallup has found that managers—more than pay raises or Ping-Pong tables—are the key difference makers. Specifically, says the source, “Managers who focus on their employees’ strengths can practically eliminate active disengagement.”
Management training helps leaders identify employee strengths—especially the ones that fall outside their own range of expertise. Management training also helps leaders engage employees with clear goals and consistent feedback. Research shows workers who have clearly-defined, well-communicated expectations gain more satisfaction and success in their roles. Good managers show people how to define and express those goals.
2. Lower Recruitment, Onboarding Costs
Hiring is expensive. Before your new employee ever clocks in, Investopedia estimates she will have already cost you about $3,500 in recruitment-related costs—including job postings, interview processes, background checks, drug screens, etc. (And that’s for a minimum wage position.) Now factor in orientation. Workplace integration. Initial job training, which includes time spent by managers and coworkers…
Can you really afford the cost of employee turnover?
Comprehensive management training includes class sessions on employee retention strategies and behavioral interviewing skills: the kinds of competencies that even your most veteran managers probably never learned.
3. Avoiding Litigation
It’s easy to cringe at managerial gaffes like the ones performed by Michael Scott on reruns of The Office. His antics are so clearly over the top and stereotypically offensive, we can roll our eyes at each ignorant remark and trust most of today’s leaders are on a higher plane.
But real life is rarely so one-dimensional. And in fact, as workplace bullying awareness grows (thanks, in part, to the Miami Dolphins locker room scandal), it’s time to recognize the slimmer margins that divide competitive intensity and insensitivity; the difference between “crushing it” and actually hurting someone.
According to the Society for Human Resource Management, nontraditional workplace harassment lawsuits are increasing—meaning, it’s not enough that your managers and HR leaders understand anti-discrimination laws. Workplace bullying suits—including female-on-male and same sex harassment—can result in sizable verdicts. Not to mention totally stressful and unwelcoming environments.
Management training can help your leaders understand their working styles and behaviors better, while showing how individual team members may respond in different ways.
Want to learn more about management training programs—including on-site classes, instructor-led online classes, and more? Just ask our team!
Every year, which expense costs U.S. businesses more than employee travel, television advertising, and occupational injuries…combined?
If you guessed employee disengagement you’re right. And you already know the first reason why leadership training to promote employee engagement is so essential: because uninspired teams erode profits. (Think absenteeism, turnover, poor customer ratings, etc.)
According to Gallup’s 2013 State of the American Workplace survey, actively disengaged employees cost American companies $450 to $550 billion per year. And unfortunately, this dissatisfied group is hardly a small minority.
In 2013, 52 percent of workers (more than half!) were unengaged. Another 18 percent—or roughly 20 million employees—were actively disengaged from their work. That’s the bad news.
But there is an upside—and it’s bigger than any annual P&L statement. With proper leadership training, your organization can begin to identify what's important to its employees. (Surprisingly, great benefits, cash bonuses, and other creative perks don’t always top the list.) The act of exploring employee priorities demonstrates that individual people are important to you and the company. That, in turn, goes a long way toward building loyalty and mutual productivity.
So why invest in leadership training? Because findings from Gallup’s survey and countless other human capital research shows us that managers hold the key to employee engagement. Managers need coaching on exactly how to assess, improve, and continually monitor engagement levels.
Here are some best practices we include in our leadership training for employee engagement:
Find Out What Each Individual Really Wants at Work
At Quantum, we’ve been using the Work Expectations profile from the Wiley Corporation (formerly Inscape Publishing) for our leadership training classes this year. It helps employees identify what is most important to them at work, among 10 variables, such as Career Growth, Autonomy, Recognition, etc. It is a very effective assessment instrument that:
Demonstrates to staff that their managers (and the company) care about people
Educates and equips managers to have authentic conversations and to build a foundation for future and ongoing communication
Provides structured time for staff to work closer with their managers and their colleagues
In other words, the assessment helps managers build a bridge to their direct reports by finding out what's important to them.
Help employees advocate for their own engagement
Research shows that, unfortunately, many of our unmet work expectations are never discussed. An individual is disappointed and becomes disengaged when their work expectations are not met. At that point, they may actively pursue other career opportunities. This can be prevented when the employee is able to articulate what is most important to them and then advocate to get their expectations met. The Work Expectations profile helps employees first identify their expectations and then recognize which approach to best advocate for what they want, such as:
- Communicate. Discuss their expectations with their manager so that actions can be taken to fulfill their most important needs at work. For example, if Recognition is a high expectation, the manager can take steps to emphasize that once she recognizes its value to the employee.
- Initiate. In some instances, the individual can take responsibility themselves to fulfill their expectations. For example, if Career Growth is important to them, they can take advanced courses or volunteer for new assignments.
- Adjust. Sometimes, the expectation can't be met at the time. In those instances, it is helpful to recognize this and adjust one's perspective. It may be temporary.
Monitor outcomes and sustain engagement efforts
Some of the outcomes we’ve seen from this type of leadership training are:
- Employees at all levels are more connected with their managers, colleagues, work assignments, and with their company.
- Managers are more attuned, at an individual level, to employee motivations and concerns.
- Employee relationships are reinforced, which remains important long after that initial 60-day review.
Get more information
If you would like to find out more about the preceding tips—including how an assessment can benefit you and the managers in your organization—review a sample of the Work Expectations Profile. (You’ll find its link at the end of our “Engaging Leadership,” Day 2 summary.)
This busy holiday season can bring good times with family and friends. It can also be a stressful time, filled with too much to do at home and at work. Below please find some helpful quotes about stress that serve as a good reminder whenever you feel you have too much on your plate.
"The greatest weapon against stress is our ability to choose one thought over another." - William James
"Adopting the right attitude can convert a negative stress into a positive one." - Hans Selye
"If you ask what is the single most important key to longevity, I would have to say it is avoiding worry, stress and tension. And if you didn't ask me, I'd still have to say it." - George Burns
"Sometimes when people are under stress, they hate to think, and it's the time when they most need to think." - William J. Clinton
"Happiness is a choice. You can choose to be happy. There's going to be stress in life, but it's your choice whether you let it affect you or not." - Valerie Bertinelli
"One of the best pieces of advice I ever got was from a horse master. He told me to go slow to go fast. I think that applies to everything in life. We live as though there aren't enough hours in the day but if we do each thing calmly and carefully we will get it done quicker and with much less stress." - Viggo Mortensen
"One of the things I learned the hard way was it does not work to get discouraged. Keeping busy and making optimism a way of life can restore your faith in yourself." - Lucille Ball
"It makes no sense to worry about things you have no control over because there's nothing you can do about them, and why worry about things you do not control? The activity of worrying keeps you immobilized." - Wayne Dyer
"For fast-acting relief, try slowing down." - Lily Tomlin
"How we perceive a situation and how we react to it is the basis of our stress. If you focus on the negative in any situation, you can expect high stress levels. However if you try and see the good in the situation, your stress levels will greatly diminish." - Catherine Pulsifer
"Stress is the trash of modern life - we all generate it but if you don't dispose of it properly, it will pile up and overtake your life." - Terri Guillemets
"Half of our life is spent trying to find something to do with the time we have rushed through life trying to save." - Will Rogers
"Stress is an ignorant state. It believes that everything is an emergency." - Natalie Goldberg
It's important to take the steps necessary to identify the causes of stress at work and in your personal life. Then you can best learn the coping strategies that can help you deal with it. As a result, you'll be able to feel much more confident in your ability to handle any daily challenge that may come your way. You'll also be so much healthier and happier! Give yourself the gift of learning to best live in a stressful world, and you will find an inner strength and peace you can always depend on.
The Coping and Stress profile will provide you with a great deal of insight regarding current personal and work stress levels, your coping skills and their impact on your overall satisfaction.
For More Information
Download our FREE whitepaper "Startling Statistics About How We Use Our Time". This will help you get in touch with your top priorities as you invest your time instead of just spending it. Your time is your life!
What are some of your favorite quotes about stress? Please share your comments below.
When you are in a leadership position it is very important to learn how to delegate to others. It isn't always easy or you may not be willing to give up some of your responsibilities. However, it is mandatory in order to achieve your own goals while also developing your staff. Below please find 5 levels of delegation. The level you choose will depend on the willingness and ability of the employee:
|Level 1 -
||This is how I want you to do it. Check with me if you need to change anything. Let me know when it's done.
|Level 2 -
||Here are a few ideas. Let me see your plan before it's done.
|Level 3 -
||Let me review final draft. Let me know when it's done.
|Level 4 -
||Let me know when it's done. Advise me on anticipated problems and further follow-through.
|Level 5 -
||Advise only if you anticipate problems or if I am needed for further follow-through.
In each level you will want to explain:
- What needs to be done and when it needs to be done.
- How the final step will be handled/communicated (via e-mail, hand-delivery, regular mail, fax...)
- Who will handle the final step (you, the delegated person or someone else)?
Before delegating to an employee you must first sit down and write out your action steps regarding what you want done. Here are five action steps to help you in this process:
- Prepare before approaching an employee by identifying what you want to accomplish, the results you expect and determining who could best do it.
- Meet the employee to review the objectives of the work you are delegating. Define how much authority is granted to the employee for completing the objective.
- Devise a plan for completing the objective, or ask your employee to devise one.
- Set a follow-up date for reviewing the employee's progress.
- Express your appreciation.
For more information
It is important to know how to communicate with your employees in order to get your point across. Download our whitepaper on "The Winning Edge: Hidden DISCoveries That Set You Apart". This will provide you with information to understand your behavioral style and that of others to learn how to communicate better.
A lot is going on in the world today. Not only is the world moving faster for everyone, but the need for stress management is almost universal. People have more on their plates than ever before, many people are worried about job security right now and those left in their jobs have a lot of demands placed on them - but there are things you can do to handle your stress better.
Some of the main reasons we need to deal with the stress levels we are under is to increase our professional and personal productivity. It will also enhance our emotional well-being. You can also strengthen your relationships with co-workers, friends and family just by learning how to deal with the stress on your plate. Basically, you'll improve your quality of life - feel better, sleep better, be more effective at work and improve your health.
Many doctors estimate that 70% to 80% of their patients exhibit negative health symptoms brought on by stress or are significantly aggravated by stress. The American Medical Association says that stress impacts us in ALL areas of life - health, personal, professional, relationships, parenting - everything.
Stress in one area of your life can create stress in other areas of your life. For instance, if you have a very stressful job you'll bring home the stress you feel at work. You need to learn how to cope with the stress.
Most stress related problems at work can be resolved if you communicate better with your co-workers or manager. Without good communication a small problem may sometimes turn into a larger problem because of misunderstandings.
There are four key areas you need to work on in order to build good relationship and be able to cope with issues:
- Problem-Solving - Be able to cope with, not steer clear of the issues you encounter and make positive changes in order to resolve them.
- Communication - Have the capability to honestly talk about your feelings and thoughts with other people so that they understand where you are coming from.
- Closeness - Achieve a level of comfort with other people in order to interact with them in the environment.
- Flexibility - Have an awareness and skill to respond to the changes that occur.
The less worry and stress you experience in your life, the happier and more productive you will feel. Take the steps now to reduce stress. The results will be well worth it.
How to Reduce Stress
Research shows that people who develop and use relationship coping resources manage their stress far more effectively than people who rely only on personal coping resources. Preview our Coping and Stress Profile, this profile will provide you with a great deal of insight regarding current personal and work stress levels, coping skills and impact on your overall satisfaction.
For More Information
Download our FREE whitepaper "Startling Statistics About How We Use Our Time". This will help you get in touch with your top priorities as you invest your time instead of just spending it. Your time is your life!
People respect leaders, and the inspiration they generate. Despite the massive shifts in today's business plan, one key success factor remains constant: leadership. Unlocking the leadership potential of your employees will drive your company to leadership in its industry. According to the American Society of Training and Development, U.S. businesses spend more than $170 Billion dollars on leadership-based curriculum, with the majority of those dollars being spent on “Leadership Training.” Below are the 7 essential skills we believe leaders need today:
- Understanding Behavioral Styles for Managers - Managerial relationships often depend on adapting your managerial style. Being able to quickly recognize a person's behavioral style and interact appropriately are critical to this process.
- Behavioral Interviewing - Learn how to make the interviewing process easier, more effective, and how to ask the right questions to better discover if your candidate is the right person for the job.
- Managing Performance Discussions - Learn the process to having a discussion with an employee when performance needs to improve. Find out a step-by-step outline for conducting the discussion in a way that respects the individual, and encourages him or her to take responsibility for improving performance.
- Coaching - Learn five (5) keys to your coaching success and several important coaching tips.
- Win-Win Negotiations for Managers - People negotiate with people so recognizing how to address the behavioral styles of all involved is critical. Learn an effective negotiation process that will help you and the other party get to a win/win.
- Email Etiquette - Email is an important element of everyone's work life, yet many people have never been trained on the key elements of sending effective email.
- Retaining New Employees - Learn how to hire for retention, what are management expectations and workload, learn training for quick success, how to conduct "Stay" interviews and win back top performers.
A big part of being a good leader/manager is the ability to communicate and connect with others. If you build a sense of community and gain the support of others you need as a leader you will have a more productive happy team. When you learn the behavioral styles of others you are able to communicate and negotiate better for a win win in any situation.
For More Information
Research shows that 70% of corporate executives have identified innovation as one of the top three drivers of growth in the next 3 to 5 years. Yet sadly, 65% of them are disappointed in the company's track record for stimulating this innovation. Does this describe you and your organization? Download a copy of our "Tips for Innovative Leadership".
On October 30th we offered this complimentary webinar "5 Ways Training and Development Can Help Create An Innovative Culture". View the webinar below:
Here are the five specific strategies that you need to influence and develop an innovative culture:
- Know your starting point.
The first step is the most important. You need a way to diagnose where you currently are before you can prescribe the actions to take. Are your senior executives on board? Do they realize the benefits to be gained or the losses that could be incurred based on developing an innovative culture? Do your managers realize how important their role is to foster an innovative and engaged workforce?
Before you ever develop a road map to reach your destination, you've got to know where your starting point is.
- Align learning goals with the business results needed.
This means that you provide learning resources designed to target the specific business results identified for your organization. You identify what those results are and then recognize what the learning needs are based on this. Do you have programs that help people think outside the box and know how to be creative? Do you have learning resources designed to help everyone know your ideal vision and culture, and what everyone needs to do to get on board? Do your leaders have the skills they need?
- Incorporate innovation as a competency in the performance management process.
Encourage discussions within your organization about the improtance of innovation. Since it is so critical, include it as something to be considered in your company's performance management process. That is one sure way to make sure everyone knows it's important to them individually, as well as to the organization as a whole. What gets measured - just gets done.
- Encourage job rotations and stretch assignments.
Your employees will look for structured processes that encourage innovation, not ust the words spoken. This is one simple process that broadens people's horizons and helps them understand the big picture. It helps them get out of doing the same thing, the same way, in the same place.
This is actually very motivating to people. Not only does knowledge transfer occur here, but engagement increases too. Enhanced innovation is the result.
- Provide robust Leadership Development programs that engage innovation in the workforce.
Not all leadership programs are created equal. You need one that is targeted to YOUR organization and your business needs. If innovation is important to you, it need to have lots of specific tangible actions that leaders can take when coaching their employees to embrace innovation. Leaders need to know how to have one-on-one conversations with each individual that:
- Inspires innovation by eliciting diverse perspectives
- Builds processes to support it within their teams
- Assesses opportunities to stimulate creative thinking
- Creates champions by helping them cut through bureaucracy
- Successfully launches innovations and provides the resources needed.
The employees will be quietly testing the leader's true intentions. They will wonder if their ideas really will be listened to and encouraged. Will they have the support they need to be more innovative? What will happen if they make a mistake in the process? How the leader responds will be extremely critical.
Take our Innovative Leadership Assessment and receive some important “next steps” based on where your organization is today. Discuss the results with others in your organization. Our promise is that you will come away from this experience feeling clear, inspired and ready to take powerful action to help your leaders build a more innovative culture.
We are not all the same and we don’t all approach things the same way. When you learn about behavioral styles, the end result is that you can better lead people and realize what motivates them as unique individuals.
Research shows that 85% of team struggles are due to interpersonal issues. This is largely due to interpersonal and behavioral style differences. We each have different preferred approaches to work.
So lets break down the different styles to see what the strengths and weaknesses are for each, here are the styles:
D – Dominant
I – Influencing
S – Steadiness
C - Conscientious
Dominant (D) Style Characteristics
The dominant style or (D Style) their goal is to get results, they tend to be fast paced. You can see a lot of progress around them. They get frustrated if there are a lot of obstacles in their way. They tend to go over, around and through to accomplish their goal.
Their de-motivator is loss of control or lack of control. For example, bureaucracy to get things done, micromanaging, anything that is an obstacle in their path that slows them down.
It is good to have “D’s” on a team because they will challenge the status quo. They are good at bringing progress and moving things along.
Working with the “D” Style
When working with a D Style they want you to be like them, no matter what your style is. The best analogy I can give is going to another country – speak their language. We will not be effective if we don’t speak their language (never lose your native tongue or style), but you adapt to their style and needs. It is one of the best ways to honor and respect them.>
To be like the D style – don’t waste time, ask their input, they are good problem solvers. Let them have some control and insight. Don’t micromanage or set up obstacles.
Influencing (I) Style Characteristics
The influencing style or (I Style) their goal is to have a positive interaction with people. They are very people oriented. The energy they create tends to make them persuasive. They are your best talker.
Their de-motivator is to be rejected or to not be liked, if people are negative. So if you know that there is an I style on your team they may be looking for that affirmation.
It is good to have “I’s” on a team because they bring positive enthusiasm and energy to a team. They use levity and humor to get their point across.
Working with the “I” Style
When working with the “I” style use humor, levity and enthusiasm. Mirror their enthusiasm and optimism. Let them know you like them and value the relationship, even if you disagree.
Steadiness (S) Style Characteristics
The steadiness style or (S Style) their goal is to have harmony. They are also people oriented like the I style, but they are more slower paced. If the I style is your best talker, the S style is your best listener. They truly want to be thoughtful and helpful
Their de-motivator is chaos, direct conflict and confusion.
The S style is the glue of the team, they are good at keeping the harmony amongst the group.
Working with the “S” Style
When working with the “S” style be consistent and reliable, they are people oriented. Sincere praise and compliments. They are motivated on how to be helpful and want to depend on you as well. They are demotivated by conflict.
Conscientious (C) Style Characteristics
The conscientious style or (C Style) their goal is accurate work. They focus on accuracy and quality, very analytical, focus on the details others would miss. They are more moderate paced. The standards they set for themselves are even higher than the organization has for them.
Their de-motivator is criticism, more specifically of their work. So broad sweeping, unfounded generalizations criticizing their work, making errors, or others not paying attention to the details, not giving them the information they need to do a quality job. Also, giving them enough time to analyze things.
A challenge they have is that they are critical thinkers and in general can be more critical of an idea. They pick up the finer details others miss. They are the detail people that keep the non-detailed people out of trouble….they can help avoid lawsuits for example.
Working with the “C” Style
When working with the “C” style have details prepared, reserve emotion, and focus on the facts. Don’t rush them if not necessary, but let them know the deadline.
Identifying the styles of other people doesn’t have to be hard. You can basically ask yourself these two questions:
Think of Accepting/Warm as basically People Oriented and
Questioning/Skeptical as basically Task Oriented.
You can quickly identify the style of a team member by asking two simple questions. Is he/she more fast-paced and task focused or is he/she more deliberate/slower-paced and people oriented.
You’ll remember that:
D Style: Fast-paced and Questioning. Key goal is to get results. Interested in the bottom line.
I Style: Fast-paced, Accepting and Warm. Key goal is to have positive interactions with people.
S Style: More reflective but also Accepting and Warm. Key goal is to have things run smoothly in a harmonious way.
C Style: Reflective and also Questioning. Key goal is that their work is accurate.
Download the complete "Guide to Interpersonal Communication Skills at Work".
- Does your organization need to build a more innovative climate to compete in today's economy?
- Are you a learning talent or training manager seeking new ways to help leaders create an engaged, innovative climate?
- Do you need ideas, suggestions and tools to help you along the way?
View this recorded webinar:
Research shows that high-performing organizations are more than twice as likely as their lower-performing counterparts to claim an innovative culture. The learning function CAN and SHOULD play a critical role in developing this culture....But how? What are the steps you can take that can truly make a difference?
This complimentary webinar will address:
- How the innovation practices of high performing organizations differ from lower performing ones
- 5 specific strategies the learning function can take to help your leaders develop the culture you really need to thrive
- Free tool to assess your organization's climate for innovation now
Don't miss this opportunity to learn ways YOU can help raise the level of innovation and engagement within YOUR company!
ABOUT THE PRESENTER: Susan Cullen is President of Quantum Learning Solutions and a renowned expert on leadership and management development. She has been a trusted partner for over 20 years to organizations who are seeking to develop the skills their managers and supervisors need. She is a co-author of the book "101 Great Ways to Advance Your Career", numerous eLearning courses for Leadership Development and author of the Corporate Training Tips blog. Susan is best known for her ability to understand the needs of her clients and the skill to create learning solutions that get results.