Those of you that are Seinfeld fans may remember George Costanza’s theory of when worlds collide. The theory says when two of your worlds collide…It blows up. Those not familiar may enjoy watching this clip. In a life prior to my current role within L&D, I spent 15 plus years in sales roles-Yes, I’m showing my age referencing Seinfeld and revealing how long I was in sales. Continue reading “When Worlds Collide Theory – A Story of Sales Enablement Meeting Business Acumen”
This past January, on an extremely foggy day in San Diego, I facilitated a session at the 2017 Training Conference called Developing Leadership Awareness Through Experiential Learning. During the session, a question came up; How can you show ROI or business outcomes from a leadership development program, especially if the participants aren’t leaders yet? When answering this question, I referred to a blog post I wrote discussing the idea of Flipping the Kirkpatrick Model in Learning Program Design to show business outcomes. The key to flipping the model for design purposes is that you must know what the business outcomes are when designing a program. Continue reading “How to Measure ROI for your Leadership Development Programs”
I’ve been developing learning programs for a while now and one thing I’ve learned is you have to incorporate your evaluation into the design. I use the Analysis, Design, Development, Implementation, and Evaluation (ADDIE) method with a bit of agile added for flavor (see what I did there), but that’s just my preference. You may use Successive Approximation Model (SAM) or go strictly agile, but whatever process you use the program needs to be evaluated.
That’s where Kirkpatrick comes into play. Level 1 smile sheets and Level 2 tests or quizzes are a breeze. It’s levels three and four that are tough to measure, but if you design the program with those evaluations in mind things get easier. Continue reading “Flipping Kirkpatrick in Learning Program Design”
The 70 20 10 Leadership Development Model is commonly used within the training profession to describe the optimal sources of learning. It holds that individuals obtain 70 percent of their knowledge from job-related experiences, 20 percent from interactions with others, and 10 percent from formal educational events.
Working at an organization that develops business simulation based training experiences, I have my own take on the 70 20 10 Leadership Development Model. In fact, I would argue that a simulation based experience can provide the full 100%, if done properly. Continue reading “Achieving 100 Percent of the 70 20 10 Leadership Development Model using Business Simulations”