Learning and development serves as rudder and oar in turbulent times.
http://www.astd.org/Publications/Magazines/TD/TD-Archive/2013/08/Riding-the-Waves-of-Change-at-HP
Part of HP’s turnaround plan was to expand the reach of its corporate university organization-wide.
http://www.astd.org/Publications/Magazines/TD/TD-Archive/2013/08/HP-University-Supports-Company-Journey
Learning executives’ optimism and confidence about the outlook and expectations for the training function fell in the second quarter of 2013, according to the latest measurement by the American Society for Training & Development (ASTD). The current Learning Executive Confidence Index (LXCI) surveyed 359 learning executives (LXs) about their expectations in these areas: ability to meet learning needs; perception of the value of learning; and availability of resources.
http://www.astd.org/Publications/Blogs/ASTD-Blog/2013/07/Confidence-of-Learning-Executives-Drops-in-Q2-2013
Ann & Robert H. Lurie Children's Hospital of Chicago ranks as one of the nation’s top children’s hospitals on the U.S. News & World Report 2012-13 Honor Roll. After outgrowing a campus occupied for 126-years, a new hospital building opened in a new location on June 9, 2012, to continue the hospital’s mission of serving children in need of specialized pediatric medical care. Each year, the hospital cares for more than 148,000 children.
http://www.astd.org/Publications/Newsletters/LX-Briefing/LXB-Archives/2013/07/Inside-Story
Leading academics, business leaders, and CEB have announced the launch of The Leadership Transition Institute. This new organization is a nonpartisan think tank with the mission of improving the economic and human outcomes of leadership transitions at private, public, and governmental organizations globally.
http://www.astd.org/Publications/Blogs/Learning-Executive-Blog/2013/06/Leadership-Transition-Institute
Blog #1: The nature of organizations has changed, and the leaders they require in the future will be fundamentally different from those they require today. It is time to recreate leadership for the requirements of the modern organization.
http://www.astd.org/Publications/Blogs/Global-HRD-Blog/2013/06/Rereate-LeadershipBlog-1-of-4
When speaking recently to a group of senior executives about my new book, Positive Leadership: The Game Changer at Work, I challenged them to simply “do the math” and see if positive leadership adds up.
Since the advent of positive psychology in 1998, a mountain of research has emerged around what makes us happy and positive. Happiness is more a mood, and positivity, more a mindset—like the difference between daily weather and the prevailing climate. After a year of researching the researchers, I discovered some numbers that convinced me of the value of becoming intentional about your own positivity as a leader. From the analysis, three big buckets emerged about how leaders can teach themselves to become more positive: 1) Get more social in your relationships; 2) Get strong at work; 3) Get positive in your activities.
http://www.astd.org/Publications/Newsletters/LX-Briefing/LXB-Archives/2013/06/Positive-Leadership-Do-the-Math
Courage-building is a crucial component to add to leadership development programs.
http://www.astd.org/Publications/Magazines/TD/TD-Archive/2013/06/The-Power-of-Courage-for-Women-Leaders
Sustained employee engagement results from maintaining positive experiences in the workplace.
http://www.astd.org/Publications/Magazines/TD/TD-Archive/2013/06/Aim-for-Exceptional-Employee-Experiences
With a strategy in place, you can get to Kirkpatrick’s Level 3 and Level 4—and demonstrate the value of your program.
http://www.astd.org/Publications/Magazines/TD/TD-Archive/2013/06/Creating-a-Post-Training-Evaluation-Plan