Leaders and institutions that succeed going forward will not do so through 20th-century systems of coercion and motivation, but through new systems that place values at the center of an organizationâ€™s operations, leadership and culture.
Itâ€™s important to keep a forward-thinking eye on business possibilities.
Corporate learning is a $200 billion per year business, and it should be run like one. Unfortunately, this is often not the case, which means there is significant opportunity for improvement.
Questions are a tremendous tool when it comes to learning, but communication problems can arise when people donâ€™t answer questions as asked.
Thinking strategically requires three disciplines: acumen, action and allocation.
Harmony in the workplace is a good thing, but often conflict is needed to keep a team efficient and innovative.
When recent graduates of MBA programs get out into the real world, they may find that human dynamics, which are rarely discussed in the classroom, frequently get in the way of the planning process.
Much like innovation, learning is best when it is a collaboration. To enable it, leaders must set the right tone and then let the music play.
Understanding conflict and addressing it instead of avoiding it can allow learning and development professionals to build much more effective teams.
Jeanette K. Harrison, vice president of the American Express Learning Network, truly believes in the power of education.