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ELE brings leaders together across companies and industries to work through the messy stuff: decisions, risk, handoffs, execution drag, and what it takes to move from idea to action.

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Bring a real bottleneck. Name what's stuck, what's at stake, and why it matters now.

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Find the peer conversation that moves your work forward.The right exchange builds better leaders, closes capability gaps, and cuts through what internal meetings can't.

Figure out if ELE is for you. Straight answers on what ELE is, who it’s built for, and how contributing members actually work together. Still have a question? Contact us.

Get answers about how Executive Learning Exchange (ELE) works — peer-powered leadership development that fixes real work issues, reverses burnout, and accelerates business value. No programs. No vendors. In the flow of work.

Real challenges. Real peers. Clear next moves.

This is where people-leaders get sharper.

Want ELE to come to you? Propose a local gathering — the community decides what gets scheduled.

Oshkosh Corporation

At Oshkosh Corporation, we build some of the industry's toughest specialty trucks and access equipment. And while machines are our business, our business is so much more than machines. It’s about building, protecting, and serving communities across the world.

Emma will discuss Oshkosh’s People First culture journey that began over five years ago.

She will talk about the active role the leadership team has played in making this transformation a priority across their business five units.

The outcome of their work has shown that a People First philosophy is an enabler to positive innovation and growth in business results.

<hr />

<h2>SENIOR VICE PRESIDENT AND CHIEF HUMAN RESOURCES OFFICER</h2>
Emma McTague is Oshkosh Corporation’s Senior Vice President and Chief Human Resources Officer, a position she has held since February 2021. She has responsibility for all areas of human resources including leading the Company’s global human resources strategy, supporting wellbeing initiatives, promoting an inclusive workplace, managing talent development, and driving employee engagement.

Ms. McTague previously served as Vice President of Global Human Resources for the Access Equipment Segment, a position she had since joining Oshkosh in 2015. Prior to joining Oshkosh, she worked with Hershey Foods for three years as a Senior Director and at GE Water &amp; Process Technologies for 11 years in a number of human resources positions of increasing responsibility.

Ms. McTague is a member of the Executive Advisory Board for West Virginia University’s master of science in human resource management program.

Ms. McTague is originally from Ireland and has a bachelor of commerce degree in management and economics from University College Cork, Ireland. She also has a master’s degree in business administration with an international business emphasis from Saint Joseph’s University, Philadelphia.

Developing Talent for Innovation & Growth at Oshkosh

Engagement &amp; Culture

collaborative learning

engagement

continuous improvement

workforce potential

learning &amp; development

customer service

emma.mctague

insights-wise-2022

Executive Learning Exchange (ELE)

Executive Learning Exchange invites you to join us at…
ELE’s Virtual Happy Hour Meetup
open from 5:30 – 6:30 p.m. (Central Time) | Grab your favorite “quarantini” &amp; Zoom in
Grab your favorite “quarantini” to share &amp; learn with your peer-group with no formal agenda.  We can collaborate on Learning Platforms and the importance of Customer Journey Mapping &amp; Network Effects.

<blockquote>Here are a few starter questions, if you want to drive the topic of conversion a bit:
Coping
<ol>
 	<li>What is something you’ve been putting off doing that you now suddenly have time for?</li>
 	<li>What shows/movies have been helping you cope during this time?</li>
 	<li>What is one small thing you are doing to bring a little joy or comfort into your day?</li>
</ol>
Work
<ol>
 	<li>How do you stay focused when working from home?</li>
 	<li>What is the most hilarious thing you’ve seen that distracted you from work?</li>
 	<li>If you had a mantra right now, what would it be?</li>
</ol>
Connection
<ol>
 	<li>Who do you see most now?</li>
 	<li>What is the most annoying thing about that person?</li>
 	<li>What do you love about being stuck with that person/people?</li>
 	<li>What are you going to do today?</li>
 	<li>Who else are you video chatting with?</li>
 	<li>What exercises will you do?</li>
 	<li>What are you reading?</li>
</ol>
Highlight actionable items we have control over instead of dwelling on hypothetical and terrifying scenarios in the future. Lastly, have fun!</blockquote>

Employee Journey Mapping - Who Owns New Hire Orientation? (VHH #10)

design thinking

dirk.tussing

kery.mortenson

Operations

onboarding

performance improvement

marcie.stern

azizeh.constantinescu

jill.hinrichs

karen.gelb

global

karen.waterlander

customer journey mapping

Executive Learning Exchange invites you to join us at...
ELE's Virtual Happy Hour Meetup
open from 5:30 - 6:30 p.m. (Central Time) | Grab your favorite “quarantini” &amp; Zoom in
Grab your favorite “quarantini” to share &amp; learn with your peer-group with no formal agenda.  We can collaborate on Learning Platforms and the importance of Customer Journey Mapping &amp; Helping Managers Improve People Performance.
Customer Journey Mapping: Helping Managers Improve New Hire Orientation (NEO) People Performance using <a href="https://www.thinkwithgoogle.com/marketing-resources/micro-moments/micro-moments-understand-new-consumer-behavior/" target="_blank" rel="noopener noreferrer">“Micro-Moments”</a>

AWARE
Customers who are not AWARE of a brand’s presence or the value of their products or services

ENGAGE
Draw people to the brand who show interest in the brand’s products, services or information so they ENGAGE with brand

CONVERT
Customers who may have either a low or high level of trust with the brand and may be willing to invest money or time with the brand to solve for need.

RETAIN
Customers who have converted and had a good experience, to keep them loyal.

Customer Journey Mapping - Helping Managers Improve People Performance (VHH  #9)

digital

steve.buergey

kyle.swanson

steve.king

new hire orientation

jesse.james

lavanya.thyagarajan

agile

julie.odwyer

stephen.sloan

google-micro moments

lynn.miller

In this session, we collaborate on Learning Platforms and the importance of Customer Journey Mapping &amp; Network Effects.

Customer Journey: <a href="https://www.thinkwithgoogle.com/marketing-resources/micro-moments/micro-moments-understand-new-consumer-behavior/" target="_blank" rel="noopener noreferrer">Google Branded “Micro-Moments”</a>

AWARE
Customers who are not AWARE of a brand’s presence or the value of their products or services

ENGAGE
Draw people to the brand who show interest in the brand’s products, services or information so they ENGAGE with brand

CONVERT
Customers who may have either a low or high level of trust with the brand and may be willing to invest money or time with the brand to solve for need.

RETAIN
Customers who have converted and had a good experience, to keep them loyal

ELE’s journey mapping,  Julie O’Dwyer, Dirk Tussing, Bev Kaye, Brian Lambertson, Tricia Danielsen, Don Sandel, Anand Setty, Marty Rosenheck and Steve Steve Buergey continue to discuss the importance of customer journey mapping &amp; network effects.

Customer Journey Mapping with Google Micro-Moments

Sales &amp; Customer Service

digital transformation

stacey.boyle

tricia.danielsen

In this session, we collaborate on Learning Platforms and the importance of Customer Journey Mapping &amp; Network Effects.

As shared by Harvard Business Review’s in their Using Customer Journey Maps to Improve Customer Experience blog post, “a customer journey map is a very simple idea: a diagram that illustrates the steps your customer(s) go through in engaging with your company, whether it be a product, an online experience, retail experience, or a service, or any combination.”

ELE’s journey mapping,  Julie O’Dwyer, Dirk Tussing, Bev Kaye, Brian Lambertson, Tricia Danielsen, Don Sandel, Anand Setty, Marty Rosenheck and Steve Steve Buergey continue to discuss the importance of customer journey mapping &amp; network effects.

Customer Journey Mapping | Exploring ELE's Platform

Digital &amp; AI

beverly.kaye

marty.rosenheck

brian.lambert

james.sharpe

Douglas Dynamics

Many spent a lot of time this spring transitioning existing and new courses to virtual delivery. Although not always easy, a great experience taking ILT content and delivering it differently. Many of us surprised ourselves.

Jesse and Colin will share some of the lessons learned at Douglas Dynamics and we want to hear from today's participants.

What we will explore together

This is the Learning Leadership Summit is ELE's first full-day virtual exchange. Should we keep future formats as a full-day, 8-hour day, or chuck into multiple days?

&nbsp;

ELE’s Idea Exchange: Collaborate your insights online with your peers <a href="https://www.learningexecutive.com/idea-exchange/" target="_blank" rel="noopener noreferrer">here</a>.

<hr />

&nbsp;
<blockquote>Consider joining ELE’s Virtual cohort for Learning &amp; HR Executives. A TEAM LEADERS Membership grants a year-long learning process through face-to-face collaboration and networking with other local heads of Learning &amp; Talent Development, access to a robust archive of Virtual cohorts and exchanges via ELE Insights, and robust question &amp; answer forum named the ELE Idea Exchange. Each senior leader is encouraged to bring a peer from their organization that contributes to, engages, or supports the Learning &amp; Talent spectrum for their workplace.

Our quarterly cohort exchanges are built around the following design elements:
<ol>
 	<li>Sharing practical case studies aligned to business needs</li>
 	<li>Identifying key issues and developing insights and solutions</li>
 	<li>Canvassing learning industry trends applied at ELE members’ workplace</li>
</ol>
For more information, visit <a href="https://learningexecutive.com/our-membership-plans/" target="_blank" rel="noopener noreferrer">https://learningexecutive.com/our-membership-plans/</a>.</blockquote>

Learning Together: With In-Person Training on Hold, How Do We in L&D Add Value?

analytics

learning strategy

jesse.pilachowski1

colin.hahn

virtual classroom

leading remote workers

virtual teams

insights-wise-2020

Charter Manufacturing

HR has been focused on developing a Strategic HRBP framework for years… creating COEs and Service Centers to allow those that directly support the business to be more strategic when working with their leaders and leadership teams. But in many cases, there is still work to be done as we define these roles to understand what does a true strategic business partner looks like.

What we will explore together :
What does being a more strategic business partner mean and how do you get there?

Angie will walk through a few examples of what some organizations have done and asked that you share your views on what is working and what is not working as we continue to raise the expectations of our HR organizations.

&nbsp;

ELE’s Idea Exchange: Collaborate your insights online with your peers <a href="https://www.learningexecutive.com/idea-exchange/" target="_blank" rel="noopener noreferrer">here</a>.

<hr />

&nbsp;
<blockquote>Consider joining ELE’s Virtual cohort for Learning &amp; HR Executives. A TEAM LEADERS Membership grants a year-long learning process through face-to-face collaboration and networking with other local heads of Learning &amp; Talent Development, access to a robust archive of Virtual cohorts and exchanges via ELE Insights, and robust question &amp; answer forum named the ELE Idea Exchange. Each senior leader is encouraged to bring a peer from their organization that contributes to, engages, or supports the Learning &amp; Talent spectrum for their workplace.

Our quarterly cohort exchanges are built around the following design elements:
<ol>
 	<li>Sharing practical case studies aligned to business needs</li>
 	<li>Identifying key issues and developing insights and solutions</li>
 	<li>Canvassing learning industry trends applied at ELE members’ workplace</li>
</ol>
For more information, visit <a href="https://learningexecutive.com/our-membership-plans/" target="_blank" rel="noopener noreferrer">https://learningexecutive.com/our-membership-plans/</a>.</blockquote>

The Movement to a True Strategic Business Model in HR

Strategy

people strategy

angie.zeigler

organizational readiness

governance

Adding Value

Talent Strategy

strategic business partner

CNA Insurance

Session Focus: UpSkilling client-facing employees/associates to be better new business developers &amp; tips for uncovering cross-selling opportunities.

Case study: CNA Insurance opportunities for enhancing the sales culture with underwriters

Essential Forwarding-thinking Skill: Sales &amp; Customer Service

This invite-only collaborative aligns with the research <a href="https://learningexecutive.com/influencer/karen-kocher/" target="_blank" rel="noopener noreferrer">Karen Kocher</a> shared on Oct 17, 2019, <a href="https://learningexecutive.com/2019/10/essential-behaviors-skills-driving-digital-cultural-transformation/" target="_blank" rel="noopener noreferrer">Essential Behaviors &amp; Skills Driving for 2019 and Beyond</a>. By participating in this 90-minute, highly interactive virtual learning circle, HR and Talent Development Team Leaders can build essential new skills critical as our workplaces are evolving.

Sales Training Learning Circle: Building a Sales Culture

sales training

carlos.velazquez

dave.klein

rosie.mucklo

upskilling

Culture Change

cross-functional

influence

ele-highlights

cross-selling

Midtown Athletic Club

Onboarding continues to be a critical milestone in a new manager’s employee life cycle for setting a cultural tone and strategic alignment to jump start a path to performance excellence. It also has unique opportunity to reinforce the employee value proposition for which new managers accepted a leadership role within your organization.

With increasing pressures from business leaders for maximum speed to proficiency and the ever-shifting expectations of incoming workforce demographics, onboarding deserves a priority as a holistic collaborative solution, tightly woven with the company culture.

During this interactive discussion, Brian will frame up the business challenge Midtown Athletic Clubs is facing with our new managers—a challenge that many companies face.

As a group, you will learn the highly collaborate solutions Midtown is implementing followed by discussion to provide Brian your thoughts on their approach as well as anything gain insight on strategies you are doing at your organization.

Creating a New Manager Onboarding Experience

leadership

Leadership

Collaboration Research

brian.watkins

new manager

employee experience

Bellevue University

Bellevue University’s corporate partners have created unique learning and development opportunities within their innovative organizations. They are growing their talent pipeline even in the face of the economic, demographic, and technological changes currently taking place in the broader workforce. Dr. Murnane will discuss how Bellevue University’s Human Capital Lab has worked with organizations to help strategically align innovative learning programs that impact organizational outcomes and how they are measured. Key performance indicators like retention, performance, customer service, and engagement are positively influenced. Once the initial findings are measured, it is essential to use these results for continuously improving the programs.

Jenny will share the details of how other organizations have approached the development of their learning programs. The Human Capital Lab’s process of mapping human capital investments in learning and development initiatives to business outcomes will also be outlined. Attendees will have the opportunity to begin thinking about the alignment and mapping of their learning and development initiatives.
<ul>
 	<li>Even the most financially driven metrics can be tied back to learning and development initiatives.</li>
 	<li>Working with collaborative partners and internal stakeholders from the very beginning of program development, not only creates buy-in but can lead to highly impactful results.</li>
 	<li>Never stop thinking of new paradigms for approaching the development of a high-performing workforce.</li>
</ul>

Narrow Tomorrow's Talent Shortage: Developing and Measuring Outcomes for a High-Performing Workforce

jenny.murnane

Accenture

Drawing on the extensive experience of our 16,000 management consultants globally, Accenture Management Consulting helps clients identify and deliver value with pace, certainty, and strategic agility. Individuals work alongside top thinkers and leaders in industry and functions to make a real difference in the way the world’s leading organizations operate. Working across the spectrum of Management Consulting activities and initiatives, Accenture resources have more significant opportunities to broaden their career and tackle complex, stimulating challenges. Hiring, developing, and retaining talent while ensuring the right people are available at the right time in the proper role is critical to ensuring the success of our talent and our clients.
Our Management Consulting Development Program (MCDP) is explicitly geared at recent college graduates, who join as a new Business Analyst. MCDP is an intensive two to the three-year program that helps our Business Analysts develop the essential core skills to be relevant to clients and profitable as a management consultant.
Aimed at equipping talent with a “CEO Mindset,” MCDP takes a comprehensive approach to develop leadership skills. Throughout their time in the program, individuals are exposed to a spectrum of management consulting experiences across various specialty areas including Analytics, Customer Relationship Management, Finance &amp; Enterprise Performance, Operations, Risk Management, Strategy, Sustainability, and Talent &amp; Organization. They also participate in a full classroom as well as on-the-job competency development activities.
Individuals in MCDP are encouraged to hone their leadership skills through participation and leadership in defined Action Teams, which design and deliver several strategic initiatives both within geographic “hubs” and across North America.

<ul>
 	<li>Ensure support from all directions (leadership, HR, project managers, etc.)</li>
 	<li>Leverage feedback to continually improve</li>
 	<li>Tailor the experience to the individual to increase relevancy</li>
 	<li>Leverage analytics to refine the recruiting profile and recruiting sources</li>
</ul>

Accenture Case Study: "Unleashing the Power of the Ant Hill"

learning culture

consultative

growth mindset

talent development

effective leadership

accelerated leadership development

karen.bychowski

action learning

HCSC | Blue Cross Blue Shield of IL, MT, NM, OK, TX

One way Health Care Services Corporation (HCSC) builds and maintains its competitive advantage is by consistently delivering high-quality customer service to its members. Although each customer interaction is essential and leaves a lasting impression, it is especially true when our members are dealing with a severe illness or emergency. HCSC’s Learning and Quality functions maintain a close partnership to ensure our members’ claims are processed correctly, and they receive consistent, high-quality service with each customer interaction. At HCSC, we realized the powerful results that this type of partnership could deliver when the customer service and responsiveness indicators were measurably improved as a direct outcome of organizationally joining the Learning and Quality functions under a shared services division.
While a supportive or even aligned learning approach can be collaborative, the partnered Learning and Quality functions go to the next step by sharing quality performance goals, access to data, and an everyday leadership that can drive integrated and focused actions. For example, historical data was used to identify specific error types and opportunities for improvement. After analyzing and reviewing information, critical learning, and non-learning solutions were implemented. These included instructor-led general lectures for group discussions, traditional web-based modules, innovative mini-movies, improved or enhanced process documentation, and process or workflow improvements.
To address knowledge gaps and reduce the number of errors, learning created a series of short, task-specific learning solutions. These solutions effectively pinpointed specific operator actions that led to mistakes. Employees completed the instructor-led solutions in team huddles, where they can discuss and review common errors. Also, employees completed quick, self-paced, refreshers via the learning management system. In doing so, employees identified common mistakes, recalled operational fundamentals, and applied best practices associated with recent and specific trends. The self-paced content comprised web-based lessons with quizzes and innovative mini-movies that presented the topic in story form.
Learning and Quality collaboratively evaluated the learning solutions to objectively determine if the solutions meet employees’ needs, provide the knowledge necessary to improve employee performance, and positively impact the business. The evaluation results demonstrated that when Learning and Quality partner to provide targeted and specific learning solutions and quality coaching and monitoring, both the learning experience for employees and customer service improved by an average of 60% for ten unique learning solutions.

<ul>
 	<li>Learning and Quality functional leads drive the program and regularly access the error trends, solution completion rates, and report results</li>
 	<li>Solutions must be easily accessible and targeted to address only the specific knowledge gap</li>
 	<li>All employees are required to complete the learning solution even if they have not committed an error</li>
 	<li>Employees complete the solutions within the expected timeframe</li>
</ul>

Linking Quality & Training to Improve Performance

dave.maciag

libby.white

quality training

Changes in customer expectations are wreaking havoc on contact centers in virtually every industry. Learn what is driving the changes in customer experience and, more importantly, learn what you can do to improve this experience, hold on to your customers, and maintain your brand in today’s challenging business climate.
Topics covered:
<ul>
 	<li>The changing profile of today’s customers, what’s driving those changes, and how to manage their ramped-up expectations.</li>
 	<li>Today’s customers are savvier, more emotional, and when they call into a customer service center, they’ve likely already tried to solve the problem themselves through online and other technology channels. So, at the point of the first contact with your customer service agent, they are likely to be frustrated, irritated, and potentially explosive. Also, customer experience is increasingly being shaped by other people’s experiences through social media, and the potential for damage to your brand is enormous.</li>
 	<li>The pitfalls of off-shore customer service – and the potential benefits of near-shore customer service. Difficulties understanding and accent and cultural differences can fan the flames of customer dissatisfaction. Since customers are savvier today, they have higher expectations, and poor customer service from off-shore agents will leave them even more frustrated.</li>
 	<li>How to develop your employees – both the front line agents and your leadership. The presentation discusses:
<ul>
 	<li>The types of skills and development that customer service agents need to succeed</li>
 	<li>The type of organizational structure needed to accomplish these changes</li>
 	<li>The peril of knowledge leaving with baby boomers and how this can be avoided</li>
 	<li>How to accommodate the different styles of learners. This is especially important with the younger generations – the Millenials and Generation Y – who were raised on video games and information on-demand.</li>
</ul>
</li>
</ul>

Why Changes in Customer Expectations are Wreaking Havoc on Contact Centers & Three Ways You Can Circumvent it!

dina.vance

contact centers

brian.mcgoldrick

Clients and Suppliers have the potential to be powerful allies, enabling each other's growth. Clients seek learning services partners with the expertise they need to achieve results quickly. Yet all too often, we don't realize what we hoped for, and both parties end up frustrated by unmet expectations. Budget pressures and staff cuts have increased the pressure, and the tendency to blame each other when deadlines are missed or deliverables are off-target.

This session will be an interactive discussion of best (and a few worst) practices from both the client and supplier perspectives. Marty Murrillo served as Intrepid Learning Solutions' client manager for a large scale outsourcing partnership with Boeing. Judy Albers led JPMorganChase's learning technologies function before joining Intrepid, where she managed relationships with LMS and online content suppliers. Marty and Judy will share their experiences and facilitation with a discussion of strategies for establishing and maintaining solid partnerships, avoiding common pitfalls, and delivering reliable results.

Together with session participants, Marty and Judy will share and discuss lessons learned as clients and suppliers, providing a take­away list for all who attend.

Client-Supplier Relationships in Chicagoland: Are You in the Groove Like Jake and Elwood Blues, or at Odds Like Al Capone & Elliott Ness? @ Intrepid Learning Solutions

relationship building

judy.albers

vendor management

vendors

Dave will share the Caterpillar University journey over the past five years highlighting their approach to governance, structure, strategic needs alignment, metrics, and evaluation.

Launching a Corporate University: The Caterpillar Experience in Addressing Governance, Structure, Strategic Needs Alignment Metrics & Evaluation

Analytics

david.vance

training

performance support

corporate university

Are you an internal consultant―a staff member who serves in a consultative role within your organization? Then you need this hands-on guidebook to help you better understand your role and improve your performance.

Whether you're a change agent, trusted advisor, or someone who serves in varying capacities, it's important to design your job, develop a formal agreement, and build your practice.
<div>

Consulting on the Inside provides a solid background for internal consultants and serves as a roadmap for cultivating a successful career.

You'll learn how to:
<ul>
 	<li>maintain an outsider's objectivity while applying an insider's knowledge of the organization</li>
 	<li>build relationships but be up-front about challenges and issues</li>
 	<li>design your role to fit the client's needs and the organizational situation</li>
 	<li>handle roadblocks and deal effectively with difficult clients</li>
 	<li>market your consulting services within the client organization.</li>
</ul>
You'll find a thorough examination of the eight phases of the consulting process, a comprehensive analysis of the differences between internal and external consultants, and success stories demonstrating the personal qualities you need to build trust and relationships. Consulting on the Inside also provides a complete toolbox for getting the job done, including tips and techniques, checklists, forms, a sample hiring agreement, and ready-to-use agendas.

With this book in your hands, you'll be able to apply your expertise, influence, and personal skills to multiple roles within your organization, and balance the tension between being an insider and needing to give honest, direct feedback to your colleagues. As an internal consultant with a well-founded practice, you can provide competent, collaborative advice to help solve problems, improve performance, and increase your organization's effectiveness.

</div>

Consulting on the Inside: A Practical Guide for Internal Consultants

evidence-based research

tomas.ramirez

assessments

teresa.oliszewicz

matt.donovan

alignment

job aids

wendi.barlow

Giving Feedback

debbie.koenig.dwinell

julie.hassel

nicole.defalco

While human lives are endlessly variable, our most memorable positive moments are dominated by four elements: elevation, insight, pride, and connection. If we embrace these elements, we can conjure more moments that matter. What if a teacher could design a lesson that he knew his students would remember twenty years later? What if a manager knew how to create an experience that would delight customers? What if you had a better sense of how to create memories that matter for your children?

This book delves into some fascinating mysteries of experience: Why we tend to remember the best or worst moment of an experience, as well as the last moment, and forget the rest. Why “we feel most comfortable when things are certain, but we feel most alive when they’re not.” And why our most cherished memories are clustered into a brief period during our youth.

Readers discover how brief experiences can change lives, such as the experiment in which two strangers meet in a room, and forty-five minutes later, they leave as best friends. (What happens in that time?) Or the tale of the world’s youngest female billionaire, who credits her resilience to something her father asked the family at the dinner table. (What was that simple question?)

Many of the defining moments in our lives are the result of accident or luck—but why would we leave our most meaningful, memorable moments to chance when we can create them? The Power of Moments shows us how to be the author of richer experiences.

The Power of Moments (Why Certain Experiences Have Extraordinary Impact)

experiential learning

corinne@innovatingresults.com

mike.kester

agility

impact

cindy.pinkstaffmiller

In today's fast-paced networked economy, professionals must work harder than ever to maintain and improve their business skills and knowledge. But technical mastery of one's discipline is not enough, assert professional advisors David H. Maister, Charles H. Green, and Robert M. Galford. The key to professional success, they argue, is the ability to earn the trust and confidence of clients.

In this 20th anniversary edition, Maister, Green, and Galford enrich our understanding of today's society and illustrate how to be effective communicators in a digital world. Using their model of "the trust equation" they dissect the rational and emotional components of trustworthiness. With precision and clarity, they detail five distinct steps you must take to create a trust-based relationship. Each step - engage, listen, frame, envision, and commit - is richly described in distinct chapters.

This book is “a brilliant reminder for each of us to focus on the needs of those we are serving - clients, customers, colleagues" (Timothy A. Welsh, vice chair, Consumer and Business Banking, US Bancorp). The authors weave together anecdotes, experience, and examples of both their own and others' successes and mistakes to great effect. The Trusted Advisor is essential for anyone who must advise, negotiate, or manage complex relationships with others.

The Trusted Advisor: 20th Anniversary Edition

janice.simmons

chris.olson

judy.braun

trust

<div aria-expanded="true">

A Robert Mager bestseller! This clearly written, witty, and easy-to-read book is a terrific tool for helping managers see your services as an essential resource for improving job performance, not just another expense.

What Every Manager Should Know About Training provides managers with a clear introduction to performance technology without gimmicks or jargon.

It shows them how to determine whether or not training is appropriate for improving performance. It also describes how managers can best use available training and performance improvement tools.

Once your managers read this book, your job will be easier because managers who are better informed about the services you offer are better consumers. They’ll see what they need to do to create an environment that lets their employees apply the skills they learn from you.

</div>
<div class="a-expander-content a-expander-partial-collapse-content a-expander-content-expanded" aria-expanded="true">

If you use training services, especially if you have to pay for them out of your budget, this book will help you:
<ul>
 	<li>Determine why your employees' performance isn't meeting your expectations and what to do about it</li>
 	<li>Ensure that your employees possess the job-relevant skills they need</li>
 	<li>Get training done in the least amount of time and at the least cost, whether training is obtained internally or from vendors</li>
 	<li>Leverage training as a true competitive advantage</li>
</ul>
</div>

What Every Manager Should Know About Training: An Insider's Guide to Getting Your Money's Worth From Training

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