[{"_id":"project-settings","settings":{"translateMetaTags":true,"translateAriaLabels":false,"translateTitle":false,"showWidget":true,"isFeedbackEnabled":false,"fv":1,"customWidget":{"theme":"custom","font":"rgb(255,255,255)","header":"rgb(30,106,160)","background":"rgba(0,47,86,1)","position":"left","positionVertical":"bottom","border":"rgb(0,0,0)","borderRequired":false,"widgetCompact":true,"isWidgetPositionRelative":false},"widgetLanguages":[],"activeLanguages":{"es-LA":"Español (América Latina)","fr":"Français","zh-Hans":"中文(简体)","pt-BR":"Português (Brasil)","de":"Deutsch","ar":"العربية","ja":"日本語","ru":"Русский","it":"Italiano","tr":"Türkçe","th":"ไทย","vi":"Tiếng Việt","ko":"한국어","pl":"Polski","en":"English"},"enabledLanguages":["ar","de","en","es-LA","fr","it","ja","ko","pl","pt-BR","ru","th","tr","vi","zh-Hans"],"debugInfo":false,"displayBranding":true,"displayBrandingName":false,"localizeImages":false,"localizeUrls":false,"localizeImagesLimit":false,"localizeUrlsLimit":false,"localizeAudio":false,"localizeAudioLimit":false,"localizeDates":false,"disabledPages":[],"regexPhrases":[{"phrase":"#Showing 1-48 of <var total_pages=\"\"></var> items","candidate":"#Showing 1-48 of ","variables":["<var total_pages=\"\"></var>"],"regex":"^#Showing 1\\-48 of ([\\d ]{4,}) items$"},{"phrase":"#<var page1=\"\"></var> - <var page2=\"\"></var> of <var page3=\"\"></var>","candidate":"#","variables":["<var page1=\"\"></var>","<var page2=\"\"></var>","<var page3=\"\"></var>"],"regex":"^#([\\d ]{1,3}) \\- ([\\d ]{1,3}) of ([\\d ]{1,5})$"},{"phrase":"#<var results=\"\"></var> Results found for \"<var quotes=\"\"></var>\"","candidate":"#","variables":["<var results=\"\"></var>","<var quotes=\"\"></var>"],"regex":"^#([\\d ]{1,}) Results found for \"(.{1,})\"$"},{"phrase":"#<var num-hours=\"\"></var> hours ago","candidate":"#","variables":["<var num-hours=\"\"></var>"],"regex":"^#([\\d ]+) hours ago$"},{"phrase":"#(<var hour1=\"\"></var>:<var min1=\"\"></var> minutes)","candidate":"#(","variables":["<var hour1=\"\"></var>","<var min1=\"\"></var>"],"regex":"^#\\(([\\d ]{1,2}):([\\d ]{1,2}) minutes\\)$"},{"phrase":"#You are signed in as <var signed_in_as=\"\"></var>","candidate":"#You are signed in as ","variables":["<var signed_in_as=\"\"></var>"],"regex":"^#You are signed in as (.+?)$"},{"phrase":"#<var hour=\"\"></var>:<var minutes=\"\"></var> minutes","candidate":"#","variables":["<var hour=\"\"></var>","<var minutes=\"\"></var>"],"regex":"^#([\\d ]{1,2}):([\\d ]{1,2}) minutes$"}],"allowComplexCssSelectors":false,"blockedClasses":false,"blockedIds":false,"phraseDetection":true,"customDomainSettings":[],"seoSetting":[],"translateSource":false,"overage":false,"detectPhraseFromAllLanguage":false,"googleAnalytics":false,"mixpanel":false,"heap":false,"sdkAnalytics":true,"disableDateLocalization":false,"ignoreCurrencyInTranslation":false,"blockedComplexSelectors":[]},"version":203978},{"_id":"en","source":"en","pluralFn":"return n != 1 ? 1 : 0;","pluralForm":2,"dictionary":{},"version":203978},{"_id":"outdated","outdated":{"#110 Results found for <span ljsid-1=\"\">\"historia de la logistica \"</span>":1,"#Kip Tindell":1,"#Uncontainable":1,"#Lean Manufacturing, Six Sigma, and other high-efficiency/low-cost operational strategies, with their relentless focus on keeping inventory at the lowest possible levels at all times, have been the rage for quite some time. However, these strategies often cause significant stress to supply chain managers and produce mixed results. In Inventory Strategy, supply chain expert Edward H. Frazelle makes the case that the lowest amount of inventory is not always the best amount. He believes that inventory management cannot be viewed as a single, independent entity. Rather, it is part of an optimized business strategy that takes into consideration financial, service, and operational factors in determining the right inventory levels for achieving the best return on investment in any situation at any given time. Frazelle shares how the principles of his RightStock™ model and RightChain™ process can help any business determine the optimum inventory levels for any circumstance.":1,"#Inventory Strategy":1,"#163 Results found for <span ljsid-1=\"\">\"historia de la logistica \"</span>":1,"#, and Good Morning America.":1,"#, BBC,":1,"#Variety":1,"#Hollywood Reporter":1,"#, the":1,"#Her unconventional approach taps into two decades of performing arts experience: her one-woman shows at venues around the country, appearances at comedy clubs and Caroline’s on Broadway, on HBO, in dozens of television commercials, and in a documentary film with Academy Award-winning director D.A. Pennebaker. Her creative projects have been recognized by the":1,"#As a performing artist and member of the Speaker Hall of Fame, Victoria has delivered hundreds of keynotes and workshops around the world. Her proprietary systems and strategies have been embraced by more than 700 organizations, C-suite executives, and top teams; cultural institutions; non-for-profits; leading entrepreneurs; Hollywood celebrities; best-selling authors; and thought leaders appearing on PBS and Oprah’s SuperSoul Session.":1,"#and the founder of Risk Forward® and Rock The Room®—two comprehensive learning experiences designed to help people uncover and express their original ideas at work, on stage, on camera, and in life.":1,"#Risk Forward":1,"#is the author of":1,"#How to reconnect with what really matters":1,"#Why decisiveness is overrated — and how to harness the wisdom of indecision":1,"#How goal setting can lead you astray — if it’s not done right":1,"#How people can speak up in meetings and share ideas safely":1,"#How people can take ownership, initiative, and risks":1,"#The #1 strategy to focus communications and foster high-level performance":1,"#Along the way she shows:":1,"#Along the way...":1,"#keynote and book, Victoria shares unexpected insights to help people perform at their best.":1,"#Risk Forward®":1,"#In her landmark":1,"#The key to success for leaders, managers, and teams is not how quickly we can lock in fixed plans, but rather the opposite: how we can approach our business as an art—navigate uncertainty and achieve remarkable results.":1,"#Victoria Labalme’s counterintuitive approach to all this is riveting, surprising, and effective.":1,"#We live in an era when conditions are in constant flux, people are experiencing internal angst, and uncertainty prevails. Competition, speed, and change are increasing at unprecedented levels.":1,"#make-talent-your-business":1,"#<strong ljsid-0=\"\">Jeannie Coyle</strong> spent 11 years at American Express's New York office, working in HR development. She then took a vice president of leadership development post at Bank of America, where she designed and implemented a global leadership development program. In 1986, Jeannie founded her first consulting company. Her clients include Nike, Intel, Pac Bell, and <em ljsid-2=\"\">The New York Times</em>. She earned her Bachelor of Arts degree at Saint Louis University.":1,"#<strong ljsid-0=\"\">Wendy Axelrod</strong> worked as an HR executive with Sunoco for 16 years. Along with co-author Jeannie Coyle, Wendy is managing partner of Talent Savvy Manager, a consulting firm for managers. As former president of the Human Resource People and Strategy organization, Wendy launched the \"best practices\" mentoring program. She earned her undergraduate degree from Drexel University and her doctorate from Colorado State University.":1,"#By Larry Israelite, Editor":1,"#Strategies for Success From Six Leading Companies":1,"#Elizabeth Craig":1,"#By Peter Cheese, Robert J Thomas, and":1,"#and High Performance":1,"#Strategies for Globalization, Talent Management":1,"#The Talent Powered Organization":1,"#http://talentsavvymanager.com":1,"#Personally, by making talent development a daily practice, EDMs find themselves doing less damage control and more production. They earn reputations as great managers and realize a sense of deep satisfaction in knowing that their legacy of learning has a profound effect on their employees and ultimately on the organization as a whole.":1,"#For the organization, the rewards of a talent development strategy include retention of high-producing employees who are fulfilled in their roles. The culture of development attracts people throughout the organization and new talent from outside as well.":1,"#Integrating the five practices of exceptional development managers is critical for success. EDMs make every day a development day, tap into the psychological side of development, connect employees with development partners, tutor their employees in regard to the political landscape of the organization, and shape their environment to foster further, continuous development. When they have put these strategies into action, EDMs enjoy the resulting rewards. For employees, working in a daily talent development environment expands their approaches to learning, spurring them to contribute to the organization in new ways and take on challenging new roles. Daily development gives employees positive reputations as \"go to\" people in their companies. The new skills and competencies they learn further their careers, and as they move up, they are able to navigate new situations with ease.":1,"#By stretching their own personal development skills, EDMs become role models for a learning environment. They develop and communicate a broad, long-term outlook while creating deep interpersonal connections within their own departments. These managers communicate their development vision deliberately and decisively each day, and maintain their conviction and character no matter what barriers they encounter.":1,"#By clarifying their motivations for developing talent, EDMs step up the process. They recognize that developing talent drives departmental performance while helping each worker achieve personal fulfillment. They also become more engaged in talent development when they realize how they are creating a lasting legacy that is positive for the corporation as a whole.":1,"#Managers who make talent their business create lasting legacies, both in the way they personally manage and in the results they and their teams achieve. To make a complete transition to a talent development style, managers take management to the next level, shifting their perspective to a total focus on learning.":1,"#PUT EXCEPTIONAL DEVELOPMENT PRACTICES INTO ACTION":1,"#However, when corporate practices work at cross purposes to the development strategies they have already put into place, EDMs can challenge them. In so doing, they can be agents for positive change throughout the workplace.":1,"#When those development tools provided by the corporation do not fit with the manager's daily development plan, savvy managers figure out how to use the tools creatively in ways that further their development strategy rather than bringing it to a standstill. This not only means that they make use of the tools they are offered, but also that they foster a reputation for cooperation within the organization at large.":1,"#Developmental leaders manage the risk of making development moves by providing safety nets for their employees and stepping in as needed to troubleshoot. Good managers observe closely and adjust the amount of stretch that a particular learning experience requires of people. They also mitigate risk by making judicious use of development partners.":1,"#EDMs must also develop an aptitude for managing the interface between their teams and the larger organization. Often, they quietly implement their daily development to avoid being shot down by those in the company who are not focused on developing talent. At other times, they invite the entire organization to add their enthusiasm to a development move.":1,"#Another strategy of successful development managers is shining a light on learning for everyone. They model learning in their own daily actions, and they are not hesitant to be honest about their own missteps. They are willing to confront members of their teams who fail to develop as expected and are equally willing to reward those who develop their skills.":1,"#EDMs watch employee performance and frequently ship responsibilities within their departments to refresh development abundance for everyone. They increase actions that drive individual development by focusing on learning at staff meetings, scheduling learning debriefs at the conclusion of each project, and encouraging their people to regularly transfer learning. EDMs also offer frequent acknowledgment for team members who continue to learn, and create mini learning events to encourage further development.":1,"#Exceptional development managers work hard to shape the work environment so that it supports talent development. The most powerful way to do this is through the repetition of small leadership actions that promote a developmental environment. Good managers create development abundance in their departments, adopting a mentality of plentitude for all, not just for those identified with high potential. They increase their supply of development challenges that provide employees with new opportunities to learn.":1,"#SHAPE YOUR ENVIRONMENT TO DRIVE DEVELOPMENT":1,"#In preparing their employees to navigate politically complex situations, exceptional development managers provide plenty of supportive feedback. Many stage rehearsals prior to an employee's presentation of a new idea to ensure they are prepared. During the rehearsal, the manager helps the employee visualize the upcoming presentation, test out a speech, and anticipate how to answer hard questions. By pointing out the strengths of the presentation, managers build the presenter's confidence.":1,"#Once they know the basics, EDMs take their employees a step further into political intelligence by coaching them on politically smart approaches to suggesting new ideas or introducing projects. They help their team members set strategies based on their newfound political knowledge and suggest role models within the organization from whom employees can learn valuable political skills. Managers may coach an employee to pinpoint a particular influencer in the company and discuss strategies for winning their support. Overall, good managers stress the importance of ethical behavior in any action they plan to take within the company.":1,"#* Teach them to evaluate current organizational circumstances to time their suggestions right.":1,"#* Ask them to predict who will support or oppose an idea and what each group wants.":1,"#* Have them identify who influences decisions in different areas.":1,"#* Teach them to identify the ripple effects a new suggestion may create.":1,"#* Have them research which actions win corporate approval and why.":1,"#To teach team members how to map the ups and downs of the political terrain, EDMs must:":1,"#Managers can help their people develop politically by drawing upon their own experiences to clarify and adjust employees' assumptions about the organization's politics. They can work with employees on learning to read the dynamics of corporate interactions and unravel the informal ways in which the organization actually works. Good managers encourage employees to learn the interests of key players in the company so they can gear presentations accordingly. They also teach their people how to test ideas before making proposals to increase their chances of success.":1,"#* Inability to identify key players in a situation.":1,"#* Internal clients trust the person with tactical rather than strategic tasks.":1,"#* Others get the credit for the individual's work.":1,"#* Peers or customers indicate that an employee's ideas or solutions will not work.":1,"#* Taking on a new role that requires a move to a different environment.":1,"#* An expectation that the quality of an idea ensures its acceptance.":1,"#Signals that an employee could benefit from political skill development include:":1,"#Political skills are less measurable than marketing skills or analytical skills, so they often go unacknowledged at work. EDMs recognize the importance of encouraging employees to develop their political savvy. Employees need these types of skills to build influential relationships throughout the company as they develop their careers. They learn to work within the system to effect important changes in ways that work within the business culture.":1,"#Exceptional developing employees (EDEs) understand the significance of becoming politically astute in regard to navigating their organizations. They are effective in working within their companies and gaining positive recognition. Managers who focus on illuminating the political landscape for employees enrich their development. EDMs give their people insight on how to traverse the unique politics that are an integral part of every organization. By learning the skills to leverage the workplace dynamics in their favor, employees are more effective in developing their ideas and, subsequently, their careers.":1,"#TEACH SKILLS TO NAVIGATE ORGANIZATIONAL POLITICS":1,"#The best development managers foster the formation of a development partner network within their organizations. They create partnership credit for future networking by personally partnering with people in other departments. In addition, they build a partnership base by identifying those that would make effective partners when needed.":1,"#Exceptional development managers help people find the most effective development partners by identifying the \"what,\" such as business, leadership, interpersonal, or organizational skills. Then, they help to define the \"who,\" or the best person to provide those skills. EDMs also teach people how to glean the most benefit from their development partners. They show employees how to match the complexity of the skill to the right partner and create mutually beneficial partnership contracts. Once learning takes place, savvy managers encourage people to use their new knowledge and skills on the job.":1,"#Partnering lightens managers' development loads, easing daily demands on their time and energy. According to the Corporate Executive Board, learning from partners is one of the top drivers of employee potential. EDMs maximize their use of development partners by encouraging people to cultivate partner relationships. They sell employees on the rich rewards of learning from their peers.":1,"#CONNECT PEOPLE WITH DEVELOPMENT PARTNERS":1,"#* Letting them know that help and advice is available.":1,"#* Helping them transmit a \"can do\" attitude to rally team members.":1,"#* Working with them to design some ways through the barriers.":1,"#* Reminding them that others are watching how they respond to obstacles.":1,"#* Commiserating.":1,"#When employees react negatively to unsolicited feedback, EDMs help them recognize their reactions, claim their emotions, and step back into a positive mode where benefiting from feedback is possible. When employees repeatedly encounter barriers to team goals, managers offer encouragement and guidance that enhance their self-determination skills by:":1,"#EDMs develop strategies for guiding workers through barriers and setbacks. They watch for employees who have become stalled and work with them one-on-one to help them recover from frustration or embarrassment. They do this by normalizing the individual's reasons for frustration or embarrassment. They find out what happened, and then focus on helping the person decide how to handle the same situation differently the next time.":1,"#When an employee develops a pattern of repeated emotional outbursts, EDMs must intervene. They must guide the employee to recognize emotional triggers and address them. This often requires more than one conversation, but eventually the message will get through.":1,"#* How can you gain client buy-in?":1,"#* Do you anticipate mistakes, and how will you avoid them?":1,"#* How will you validate the client's views at the upcoming meeting?":1,"#* What do you feel least confident about as you approach the event?":1,"#Asking questions prior to the next event helps people plan their approaches:":1,"#* What impact did your actions have on others?":1,"#* What approaches did you use to try to modify or manage the situation?":1,"#* What assumptions did you base your decisions upon?":1,"#* How did you feel leading up to the situation?":1,"#EDMs also encourage self-reflection in others. They guide employees in exploring the inner motivations for their actions, and then see how their actions appear to teammates and customers. However, rather than giving employees a psychological evaluation, EDMs hold up a mirror and let the employees see for themselves. This can be as simple as asking some pointed questions after an event, such as:":1,"#Cultivating relationships that are built on trust is critical to developing employee potential. When employees trust their managers, they are more willing to take risks that lead to learning and development. They listen more objectively to managers' feedback and learn more from it. Trust builds loyalty and promotes growth.":1,"#<em ljsid-0=\"\">4. Relationship management:</em> building trust.":1,"#<em ljsid-0=\"\">3. Social awareness:</em> the ability to delay gratification for the good of the team/company.":1,"#<em ljsid-0=\"\">2. Self-management:</em> emotional self-control.":1,"#<em ljsid-0=\"\">1. Self-awareness:</em> recognition of emotions as they happen.":1,"#Each person's emotional intelligence (EI) has four components:":1,"#Managers should start by self-training. By intuiting the connections between psychological factors and daily performance, EDMs gain empathy and insight into employee management. In fact, research shows that self-awareness is a more important leadership trait than technical know-how or intelligence.":1,"#Exceptional development managers recognize the importance of addressing their staff members' motivation and self-awareness as part of developing their talent. They coach employees to make the connections between emotions and behavior that affect their professional development. By recognizing internal factors that slow or sabotage growth, employees learn to overcome them.":1,"#TAP THE PSYCHOLOGICAL SIDE OF DEVELOPMENT":1,"#* What should be done differently in the future as a result of this project review?":1,"#* What are the primary lessons from this recent team effort?":1,"#* What factors and behaviors most influenced the results?":1,"#* Did the results match the expectations? If not, how did they differ?":1,"#Providing timely feedback is extremely valuable. The team itself can ask for feedback from within by designing an online survey or doing brief interviews with team members. Holding a meeting immediately after the completion of a project ensures that team members will identify and learn from their experiences, both positive and negative. Otherwise, they may move on to the next project without developing from their recent experiences. Making post-project debriefing standard procedure sends the message that management takes development seriously. EDMs utilize four key questions to focus the debriefing:":1,"#The third step is to staff each team with a diverse set of skills. Combining experience with inexperience and know-how with creativity helps individuals develop where they are lacking.":1,"#The next step is coordinating work assignments with development goals. EDMs give assignments just beyond the current reach of the team that require extra effort but are not impossible to achieve. They set clear goals and specific ground rules.":1,"#Savvy EDMs leverage the team dynamic to multiply the benefits of daily development strategies. The first step is nurturing the team development dynamic from day one. They articulate their expectations that daily development is an important part of the overall program, and publicly praise accomplishments that fulfill these expectations.":1,"#4. Leverage team learning":1,"#Exceptional development managers also develop the talent of turning a mistake into a learning experience. Rather than berating an employee who errs, using the mistake as a teaching opportunity is far more productive. The most effective managers stay engaged with employees on a day to day basis. They do not just drop in when a problem arises. However, they also stand back and allow employees to learn problem-solving skills on their own.":1,"#* Always offering feedback privately.":1,"#* Being open to new information that could change the feedback.":1,"#* Tailoring feedback to suit each individual's needs.":1,"#* Giving positive feedback as well as negative.":1,"#* Focusing on behaviors rather than personalities.":1,"#* Providing it immediately.":1,"#Feedback is another important tool that EDMs employ in daily employee development. Some of the keys in using feedback effectively include:":1,"#EDMs consider development to be built into a typical workday rather than a distraction from work. They help staff members get a company-wide perspective by sharing information pertaining to the organization's larger goals and its economic outlook. EDMs ask their people questions that help them direct their actions and perspectives toward developmental goals. For example, when workers encounter barriers in a process, asking them questions that inspire problem-solving helps them develop their own resolution skills.":1,"#3. Seize development moments":1,"#Articulating what the employee needs to learn as well as what goals should be accomplished is critical to nurturing development. In addition, nurturing more gradual development brings a better payoff in the long term. Asking employees to take too large a leap all at once puts them in danger of career-crushing failure. Closely monitoring their people's daily progress and making needed adjustments is a must for managers.":1,"#EDMs know how to encourage skill building without pushing people beyond their limits. They get down to specifics to help each employee improve in weak areas. For instance, rather than simply pointing out someone's poor communication skills, EDMs might specify that the worker needs to be more succinct in replying to customers' inquiries.":1,"#2. Create the right stretch":1,"#* Sending employees on side trips to broaden their skills.":1,"#* Communicating the business strategy behind the tasks.":1,"#* Tapping into critical knowledge that people can share with others.":1,"#* Giving people opportunities to take on new tasks.":1,"#* Sharing routine management tasks with others.":1,"#* Putting new demands on the department to stretch skills.":1,"#Strategies for adding development into work include:":1,"#EDMs create \"twofer\" opportunities. They shape work so that, in going after one performance goal, employees can realize a second developmental goal. They explain this in advance to increase the incentive for reaching the goal.":1,"#1. Tuck development into work":1,"#Utilizing the primary resources at hand--the work and access to workers--EDMs make incremental daily progress toward the goal of developing talent. They stretch the boundaries of what their people are comfortable doing, and they interact on a daily basis to foster the learning process. They also utilize the following strategies:":1,"#Although finding time in the typically busy workday to foster employee development may seem impossible, exceptional development managers (EDMs) use a dual approach to accomplish this. First, they build stretch in the daily work routine. Second, they use their daily interactions with employees to support that stretch.":1,"#MAKE EVERY DAY A DEVELOPMENT DAY":1,"#In <strong ljsid-1=\"\">Make Talent Your Business</strong>, Wendy Axelrod and Jeannie Coyle discuss ways in which managers in all types of organizations can integrate talent development into daily work routines. The authors base their treatise on their own experiences and research, using what they have learned from exceptional development managers in large organizations to create guidelines and strategies. Through challenging employees on a daily basis, varying their work routines, and pairing employees with development partners, managers can foster learning and growth in their departments. Additionally, teaching employees how to navigate organizational politics helps to make them ready to develop and progress in their careers. Exceptional managers create a legacy for learning that promotes worker fulfillment and talent retention throughout their corporations.":1,"#In <strong ljsid-1=\"\">Make Talent Your Business</strong>, Wendy Axelrod and Jeannie Coyle discuss ways in which managers in all types of organizations can integrate talent development into daily work routines. The authors base their treatise on their own experiences and research, using what they have learned from exceptional development managers in large organizations to create guidelines and strategies. Through challenging employees on a daily basis, varying their work routines, and pairing employees with development partners, managers can foster learning and growth in their departments. Additionally, teaching employees how to navigate organizational politics helps to make them ready to develop and progress in...":1,"#Development-minded managers create lasting legacies of talent development that refocus the efforts of their entire organizations in positive directions.":1,"#Employees who develop successfully are more fulfilled in their jobs and less likely to leave the organization.":1,"#Exceptional development managers adapt learning tools provided by the organization to their own needs.":1,"#Managers should weave development into the texture of their organizations by adding development abundance to their environments.":1,"#Managers should teach skills that help employees navigate organizational politics.":1,"#Managers can delegate some development tasks by connecting employees with development partners.":1,"#Employees who trust their managers are more likely to be open to taking on new challenges that lead to development.":1,"#Managers can tap into the psychological side of development by creating a relationship of trust with employees.":1,"#Managers should build talent development into their routine by making every day a development day.":1,"#Managers who already utilize some of the strategies described in the book can benefit from skipping around to find ideas for developing their employees in new ways. Those who are new to talent development will find that reading cover-to-cover is a valuable use of their time.":1,"#<strong ljsid-0=\"\">Make Talent Your Business</strong> by Wendy Axelrod and Jeannie Coyle was written for managers in virtually any type of organization. The authors describe a strategic approach with clear directives that managers can apply to their particular work situations on a daily basis. Throughout the book, the authors give specific examples of the management styles of EDMs in well-known companies, illustrating how they surmount barriers to daily talent development. Special sections titled \"Good Ideas,\" \"Toolkit,\" and \"Consider This,\" help drive home the points the authors make. They also use several charts to illustrate important points. At the end of each chapter is a helpful summary of the key points.":1,"#ISBN: 9781605099316":1,"#©2011 by Wendy Axelrod and Jeannie Coyle":1,"#by Jeannie Coyle, Wendy Axelrod":1,"#Clicking this link will redirect to relevant products for the Authors Wendy Axelrod.":1,"#Clicking this link will redirect to relevant products for the Authors Jeannie Coyle.":1,"#Remember, if you want to lead with courage, never outsource accountability. You have the aircraft.":1,"#Every day at work you’re given an aircraft to fly, you have missions to accomplish, proposals to create, contracts to write, sales calls, customer inquiries, budgets to review, meetings to attend. Yes, the stakes are high. Are you ready to step up and fly? Or are you waiting for others to step up or even remind you to execute and be accountable? “I have the aircraft” ultimately means you’re fully responsible for your job and own the results. It means you’re prepared; you’ve taken the time to study, rehearse, and plan. It means you’ll follow through the mission till it’s absolutely complete. It also means you have the integrity to admit when you make a mistake and that you’re willing to ask for help. It’s all about accountability, my friends. You see, great leaders are 100% committed, they want to take action, to grab the stick of that aircraft and fly the toughest missions. They seek out responsibility and challenge rather than shy away from them, understanding that their actions affect others on their team. So, is that you?":1,"#Are you truly ready to fly that $30 million jet? Are you prepared, focused, and confident? Are you accountable for your actions and ultimately for results? You see, when you say, “I have the aircraft” and shake the stick, you’re in control. You’re communicating that you’re a 100% accountable and ready to perform. It means you’re not expecting anyone else to make sure you get the job done right; it means, ultimately, that you own the results.":1,"#You’re at 20,000 feet and 550 knots on a training mission in your F-16. Your instructor pilot just demonstrated a perfect offensive basic fighter maneuver engagement. Now, it’s your turn to show her what you’ve learned. She yells out on the radio, “You have the aircraft!” You respond, “Roger ma’am, I have the aircraft,” confirming that you’re now in control of that jet and ready to perform. You also know your instructor is there to assist you if you need help or get into a dangerous situation. You understand that within days of this training, you won’t have an instructor pilot in the cockpit monitoring your maneuvers and keeping you safe; you’ll be by yourself in that cockpit, fully responsible for successfully performing the maneuvers and supporting the mission. It’s a huge responsibility. You’re a fighter pilot, a leader. The stakes are high and the job is tough.":1,"#You’re at 20,000 feet and 550 knots on a training mission in your F-16. Your instructor pilot just demonstrated a perfect offensive basic fighter maneuver engagement. Now, it’s your turn to show her what you’ve learned. She yells out on the radio, “You have the aircraft!” You respond, “Roger ma’am, I have the aircraft,” confirming that you’re now in control of that jet and ready to perform. You also know your instructor is there to assist you if you need help or get into a dangerous situation. You understand that within days of this training, you won’t have an instructor...":1,"#The article focuses on the connection of learning with the business and discusses the levels of evaluation including reaction, learning, application, impact and ROI. Topics discussed include the challenges of isolation addressed by Rate on Investment (ROI) methodology, ROI to be conducted for individuals, and steps taken by learning leaders to show the connection of programs.":1,"#Make a Credible Business Connection":1,"#In Make Talent Your Business, Wendy Axelrod and Jeannie Coyle discuss ways in which managers in all types of organizations can integrate talent development into daily work routines. The authors base their treatise on their own experiences and research, using what they have learned from exceptional development managers in large organizations to create guidelines and strategies. Through challenging employees on a daily basis, varying their work routines, and pairing employees with development partners, managers can foster learning and growth in their departments. Additionally, teaching employees how to navigate organizational politics helps to make them ready to develop and progress in their careers. Exceptional managers create a legacy for learning that promotes worker fulfillment and talent retention throughout the corporation.":1,"#Jeannie Coyle, Wendy Axelrod":1,"#Make Talent Your Business":1,"#In your job, it’s vital to take responsibility and be willing to address challenges. Waldo Waldman discusses the importance of taking accountability for your work and owning the results.":1,"#Be Accountable for Results":1,"#In Winning with Accountability, Henry J. Evans defines accountability as a positive force that is necessary for company success, rather than a punitive action that occurs after things have gone wrong. He presents four steps for fostering a dialog of accountability within an organization: establishing clear expectations, setting specific dates and times for deadlines, having clear task ownership, and sharing goals with others. When individuals at all levels, including company leaders, examine their own actions and model the behaviors they wish to see in others, a culture of accountability is created.":1,"#Winning with Accountability":1,"#helping-every-team-exceed-expectations":1,"#Copyright of TD: Talent Development is the property of Association for Talent Development and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission.":1,"#<strong ljsid-0=\"\">Paul H. Elliott</strong> is president and founder of Exemplary Performance, a consultancy based in Annapolis, Maryland":1,"#is the former Role Excellence lead for the Consumer Channels Group at Microsoft":1,"#Second, talent optimization should be a functioning component of operating groups. Establishing a single point of contact that can represent a group's needs to multiple support teams such as talent acquisition, tools and process development, learning, and compensation has made RolEx invaluable to Microsoft. It serves as a mechanism for getting these diverse groups to coordinate their solutions into an integrated work system.":1,"#Microsoft learned several lessons from creating and implementing RolEx. First and foremost, we learned that stakeholders must align around role definitions. Leaders cannot make assumptions about a role's contribution to a team's success; they need to clearly define the accomplishments, tasks, and metrics needed for someone to enhance their unit's performance.":1,"#New-hire ramp-up times have accelerated due to the close alignment among role definitions (REPs and job descriptions), onboarding curriculums, and manager coaching.":1,"#Rapid growth in competitive arenas such as cloud computing. Microsoft's strategy and initiatives cascade to the field through RolEx deliverables such as REPs and core priorities. Leveraging these assets allows for accelerated strategy deployment.":1,"#REPs support the talent acquisition process by improving both the initial screening by recruiters and the interview process of candidates.":1,"#Training is clearly more aligned to individual role accomplishments and activities. This has led to increased consumption of learning and improved metrics on its relevance.":1,"#Employee engagement has increased with role clarity. RolEx deliverables, particularly the REPs, help this cause, as shown by feedback from employee surveys.":1,"#The measure of success for the RolEx function is high-performing work teams that support and enable the organization to achieve its goals. Evidence of the function's success is multifaceted, both qualitative and quantitative:":1,"#Results and lessons learned":1,"#Community leadership. Role owners must establish and maintain role-specific communities of practice. Community leadership entails managing the communities and helping to translate business strategy and priorities, resourcing needs, and providing role clarity and guidance to the field.":1,"#Sales compensation plans. The role owner works with HR to ensure alignment of the compensation plan with the needs of the operating group. Sales compensation plans vary by role title and determine whether employees earn revenue-based pay and, if so, what proportion of their compensation is based on revenue.":1,"#Core priorities. Core priorities are part of an employee's annual performance evaluation process. Each year, Microsoft goes through a commitment-setting process to align individuals' goals and accountabilities to their business priorities, drive change, and manage performance. Role leads are responsible for creating, landing, and auditing commitments that align to scorecard metrics and business priorities across their assigned segments of the workforce.":1,"#Job descriptions. Job descriptions provide a way to consistently define roles across Microsoft by showing alignment to business priorities, worldwide awareness of job roles and responsibilities, and how roles are incentivized (compensation plan). Job descriptions are distributed to the field and used by HR and hiring managers to ensure acquisition of the right talent.":1,"#Organizational blueprint. The organizational blueprint defines the strategy, design principles, role structure, and resource allocations for a specific segment of the business. Role owners develop the organizational blueprint in partnership with business leaders and employees in the field.":1,"#obtain validation and approvals from key stakeholders prior to final submission.":1,"#develop documentation and provide rationale for changes":1,"#identify taxonomy changes that are necessary to the business strategy":1,"#Role taxonomy. Role taxonomy is a standard title hierarchy that drives role design, blueprint development, job descriptions, commitments, compensation, and readiness across the business. To prepare role taxonomies, role owners must:":1,"#Furthermore, REPs are cost-efficient and quick to make because they come from inside the company.":1,"#Microsoft creates REPs from the best work of its best employees, which makes the data credible to everyone. The data are used to inform other role deliverables and quickly enable significant improvement for role incumbents.":1,"#Role excellence profiles (REPs). REPs are a talent optimization tool used extensively at Microsoft. They provide a model for driving improved business results by capturing and analyzing the behaviors of the highest performing incumbents in a job.":1,"#The RolEx lead for a particular role is called the role owner. Role owners hold responsibility for seven role-specific deliverables.":1,"#consolidating and rationalizing field feedback to help leadership identify priorities and opportunities to improve the employee experience and business.":1,"#driving consistent activities and deliverables for the field across segments of the workforce":1,"#Microsoft used RolEx to solve these problems. Each of the company's operational groups has a dedicated RolEx function, which serves as a central contact point that integrates all role deliverables for the field while aligning them to company strategy. RolEx teams are responsible for:":1,"#Solution":1,"#Team leaders found themselves struggling to provide a clear and consistent direction that aligned to the organizational strategy. Their direct reports' job descriptions stated their role with enough detail for hiring purposes, but they didn't clarify what type of results separated exemplary performers. This ambiguity made it difficult for employees to monitor their performance or for managers to offer precision coaching, creating a situation where employees' job descriptions explained their role one way, their training defined success another, and their compensation plans rewarded different behaviors altogether.":1,"#When staff groups responded to requests, they did so independently, operating in silos. They often failed to coordinate with each other, which showed up in conflicting messages, inefficiencies, and even things as simple as inconsistent or incompatible formats for deliverables.":1,"#In dynamic environments such as Microsoft, operational units must reach ever-increasing targets for revenue, production, quality, and so forth. Historically, unit leadership has worked with multiple staff functions such as talent acquisition, compensation, and process improvement to situate people so they can achieve these goals. Without a single point of contact on the staff side or (more importantly) a single channel within operating groups for making requests, each leader or team had to reach out to various staff support areas with parallel and unaligned requests.":1,"#Opportunity":1,"#Role Excellence (RolEx) is part of Microsoft's operational structure, not its corporate HR or talent management departments. It is a unique approach to talent optimization. If you describe talent management as having the right people with the right skills in the right roles at the right time, then you could describe RolEx as a tool for maximizing the results of those folks once you position them. It provides incumbents with the integrated support they need to exceed expectations in their jobs by working with various staff functions to align organizational structure, learning, compensation, process improvement, and other key elements of the people strategy. An important part of the program is making sure all these elements mutually reinforce each other.":1,"#Role Excellence (RolEx) is part...":1,"#So Microsoft asked: \"How can we improve our teams' performance? How can we get to a higher level?\" The company responded by creating a Role Excellence function to support key operational groups.":1,"#At Microsoft, we inspire and motivate our teams to drive performance forward—higher revenue, flawless product launches, greater customer satisfaction, and retention. To achieve what can seem like unattainable goals, Microsoft uses standard tools (such as job descriptions) to build training, capabilities, and compensation plans. We have learned that while these tools are necessary, they are insufficient to support the company's desired levels of performance.":1,"#by PAUL H. ELLIOTT, CLIFF WILSON":1,"#Microsoft's Role Excellence Function was Created to Build High-Performance Work Teams":1,"#Clicking this link will redirect to relevant products for the Authors CLIFF WILSON.":1,"#Clicking this link will redirect to relevant products for the Authors PAUL H. ELLIOTT.":1,"#The article focuses on improving organizational learning culture by embedding development into everyday work practices to balance immediate performance demands with future capability building. It highlights core tensions where task-focused environments prioritize efficiency over learning, leading to siloed expertise and missed opportunities for reflection and growth. To address this, it proposes cultivating learning agility through the 4Ps—purpose, process, playground, and proactiveness—which guide motivation, strategy, application, and initiative in learning. The article outlines five fundamental shifts, including integrating learning with work, fostering collective bench strength, promoting two-way feedback, and providing structured learning methods, supported by practical routines to embed these changes. This approach aims to create agile, resilient teams capable of continuous learning amid high-pressure, complex work environments.":1,"#Learning as a Routine":1,"#<strong ljsid-0=\"\"><a ljsid-0-0=\"\">Dr. Jack J. Phillips</a></strong> is chairman of the ROI Institute. He is a world-renowned expert on accountability, measurements, and evaluation. The author or editor of more than 100 books, he conducts workshops and presents at conferences world-wide. His work has been featured in the <em ljsid-2=\"\">Wall Street Journal</em>, <em ljsid-4=\"\">Business Week</em>, and <em ljsid-6=\"\">Fortune</em> magazine.":1,"#<strong ljsid-0=\"\"><a ljsid-0-0=\"\">Dr. Patricia Pulliam Phillips</a></strong> is president and CEO of the ROI Institute, the leading source of ROI competency building, implementation support, networking, and research. A renowned expert in measurement and evaluation, she helps organizations implement the ROI Methodology in 70 countries. Dr. Phillips has contributed to a variety of journals and has authored or edited over 75 books on the subjects of measurement, evaluation, analytics, and ROI, including the award-winning book <em ljsid-2=\"\">The Bottomline on ROI</em>.":1,"#As with most projects, successful implementation can be obtained by establishing goals and plans, developing implementation guidelines, removing obstacles, and being clear and timely in communications.":1,"#A new process or model can only be valuable if it is properly and effectively integrated into corporate procedures. Learning developers need to help stakeholders overcome resistance to change and make the needed improvements. They will have more success when they implement new processes systematically and consistently until the changes become routine, standard ways of developing and implementing projects. It also helps if a <em ljsid-1=\"\">champion</em> can be designated to be responsible for implementing new processes, and a <em ljsid-3=\"\">task force</em>, including members from different departments, can help instill improvements along the way.":1,"#Sustaining the Change to a Results-Based Process":1,"#Successful data collection exposes what parts of a learning program can be improved for better success. When competing for resources within an organization, learning professionals need to demonstrate how the impact of a program will increase its ROI. The impact to ROI can be measured as either an increase in monetary benefits or a decrease in program costs. Improvements that affect either type of impact can be made at any phase of the design and development process. Learning from mistakes and making continuous process improvements can help optimize these results. Consequently, executives who are responsible for funding and decision making can determine where to allocate future investments.":1,"#8. Optimize Business Results":1,"#All stakeholders should be informed of the impact measurements, not just the key clients or supporters. Learning professionals should identify the influential stakeholders, develop clear messages, select appropriate methods of communication, and deliver information in a timely fashion. Communications should be tailored for each specific audience. They should also remain unbiased, but should still include testimonials and market research.":1,"#7. Tell the Story":1,"#Be sure to consider other intangible factors that may have an impact but cannot be converted into monetary measures.":1,"#Calculate the ROI as a percentage by subtracting program costs from benefit value and dividing the total by program costs.":1,"#Calculate the costs of the learning program using direct and indirect costs for all phases, from assessing needs to evaluating results.":1,"#Convert data to monetary values by calculating increases in output, savings in time spent, improvements in quality, or changes to other metrics.":1,"#Isolate the impact of a program from other influences that affect impact by using comparison groups, trend-line analyses, analytic modeling, and other techniques.":1,"#Executives want to understand how learning programs impact their bottom lines. Five steps can help them calculate credible measures:":1,"#6. Make It Credible":1,"#Learning developers need to look beyond creating engaging and exciting content to ensure that learners are applying what they’ve learned and that it is making an impact. Programs should include strategies to make the learning “stick.” Those who are responsible for ensuring application and impact must rely on follow-up data to discover areas where programs need improvement. This data can be garnered from questionnaires, surveys, interviews, focus groups, and observations. Developers can assess the impact of learning with action plans that set performance goals and measurements. Each improvement can be assessed in terms of monetary impact.":1,"#5. Make It Stick":1,"#Program design should focus on activities that help participants apply knowledge and practice new skills in working environments. Designers should remember that learning is not “done” to a participant; rather, it is a process in the participant’s mind that can only be measured by performance. Good programs effect real change that has a lasting impact over time.":1,"#<em ljsid-0=\"\">Learning</em>: Determine the learning styles of participants, and present material in a sequence and timing that fits their individual needs.":1,"#<em ljsid-0=\"\">Reaction</em>: Assess the participants’ reactions to the program based on their learning experiences and their opinions of the content.":1,"#<em ljsid-0=\"\">Input</em>: Select the correct audience, ensure there is a strong enough need for the learning program, determine the value participants expect, and set an appropriate schedule and duration.":1,"#Program designs should consider the following to achieve monetary benefits and ensure cost effectiveness:":1,"#Programs should communicate expectations, create value for their participants, and deliver results. Initial communications set expectations for participants and managers. Defining the participants’ roles communicates how they are expected to participate and integrate learning. In some cases, participants, along with input from managers, can help define the business measures that they want to improve.":1,"#4. Make It Matter":1,"#<em ljsid-0=\"\">ROI</em>: Ensure the effectiveness of the program converts into monetary benefits for the corporation.":1,"#<em ljsid-0=\"\">Impact</em>: Ensure the impact of the learning meets the needs of the business and that participants understand their connection to it.":1,"#<em ljsid-0=\"\">Application</em>: Design methods that ease the application of the learning content and reduce any inhibitors.":1,"#<em ljsid-0=\"\">Learning</em>: Design engaging learning that matters to each individual and the organization as a whole.":1,"#<em ljsid-0=\"\">Reaction</em>: Assess how participants will respond, which helps define location, activities, and other elements.":1,"#<em ljsid-0=\"\">Input</em>: Identify the participants and when they should jump in. Also, design content that can be developed at the lowest cost to achieve the desired result.":1,"#The next phase involves setting specific objectives at multiple levels. These objectives create expectations and help focus, direct, and guide the following initiatives:":1,"#3. Expect Success":1,"#By analyzing these needs, learning professionals can match the best solutions to the needs of their problems. This will allow them to address the causes of their problems and ensure that the selected solutions provide a maximum payoff.":1},"version":203978}]