The Language of Leadership or Training for Impact

The Language of Leadership

Author: Roger Soder

"When we all think we understand leadership, Soder, with quotations from the ages, shows us new, fascinating, and immensely important elements. A stimulating adventure."--Fisher Howe, author, The Board Member's Guide to Strategic Planning and Welcome to the Board

With The Language of Leadership you'll explore the powerful role that language plays in helping leaders, no matter what their field, support their position and create a climate of credibility and legitimacy.

Written for leaders in the education, business, and nonprofit sectors, The Language of Leadership offers you the information and practical guidance you need to understand the crucial impact of words on the ability to lead, heal, motivate, and chart a path to the future.

Books about economics: Martha Stewart Living Cookbook or Food Wine Annual Cookbook 2008

Training for Impact: How to Link Training to Business Needs and Measure the Results

Author: Dana Gaines Robinson

Document your efforts in terms management will understand

Are your employee training efforts really paying off? In this hands-on guide, two top human resources consultants present a results-oriented, twelve-step approach that directly links training to specific organizational goals. Here is all the information and guidance you need to create a work environment that reinforces new skills and maximizes training results. You'll also learn to document the effect your efforts have on the bottom line, track subtle but important changes in employee values and beliefs, and demonstrate increased sales and productivity. It's THE definitive handbook for tracking and cost justification of training and development efforts.

Table of Contents:

Part One: Moving from Activity Training to Impact Training
1. The Training-for-Activity Trap
2. The Training-for-Impact Approach
Part Two: Creating Strategic Partnerships with Management
3. Identifying Business Needs and Clients
4. Forming a Collaborative Relationship with Clients
5. Conducting Initial Project Meetings
Part Three: Diagnosing Organizational Needs and Making Training Decisions
6. Assessing Performance Effectiveness
7. Analyzing Causes of Performance Gaps
8. Tabulating, Interpreting, and Reporting Results to Clients
Part Four: Building Evaluation and Tracking Systems into Training Programs
9. Participant Reactions: Going Beyond "Smile Sheets"
10. Participant Learning: Assessing Development of Knowledge and Skills
11. Behavioral Results: Evaluating Transfer of Learning to the Job
12. Nonobservable Results: Identifying Changes in Values, Beliefs, and Cognitive Skills
13. Operational Results: Measuring Impact on the Business
Part Five: Using the Training-for-Impact Approach
14. How and Where to Begin