Chicago, IL – Introducing CapsimInbox, a new assessment tool that measures the key soft-skills managers need to be successful and includes an Individual Development Plan (IDP) to improve those skills.
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”
Let’s continue to look at some things you should keep in mind when deciding between a custom and off-shelf-simulation. Please see Part 1 if you need to remember the definitions. Continue reading “Custom vs Off-the-Shelf Simulations – Part 3”
In Part 1 of Custom versus Off-the-Shelf Simulations, I talked about why it is important to partner with a learning provider rather than just purchase a simulation for your next experiential learning program. Now it’s time to look at the strengths and weaknesses of custom versus off-the-shelf simulations. This blog post turned out to be so long, that I’m going to divide into two smaller bite sized chunks. Continue reading “Custom vs Off-the-Shelf Simulations – Part 2”
You’ve decided to make your next program more experiential by adding a business simulation. Congratulations, you’ve taken a huge step in the right direction! Business simulations give your leaders a chance to practice making real world business decisions in a safe environment. But what’s the next step? Continue reading “Custom vs. Off-the-Shelf Simulations – Part 1”
At the 2017 Training Conference I led a session on driving awareness through experiential leadership development programs, in which I included a brief case study that highlighted using simulations as an experiential learning activity. After the session, I was asked what other activities might be used when designing a leadership development program that is experiential.
Part I of this blog series took a deeper dive into what is required when designing a leadership development program that is experiential. With that framework in mind, let’s explore some of additional learning activities that can be used within an experiential leadership development program. Continue reading “Designing A Leadership Development Program That’s Experiential – Part II”
“The future of innovation is learning how to fail,” per a 2012 article published in the Washington Post. However, is the future of innovation really learning how to fail or, rather, is it learning from that failure? Continue reading “Experiential Learning Can Drive Innovation”
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”