Leading others in the new world of work looks profoundly different from managing employees in previous decades. New generations entering the workforce pose major challenges for those in leadership positions holding on to outdated management styles and hierarchical position thinking. The impact of an open talent economy, the power of social networks, and increased access to knowledge and information have freed many employees from autocratic management styles, leading to a new social dynamic between leaders and followers.

“As leaders are being asked to intensify their efforts to respond, guide, and lead (instead of manage and control), the way organizations assess, identify, and develop leaders must also evolve,” reports Andrea Derler, Leadership Development Analyst, Deloitte.

There are five big trends are on the horizon in the areas of leadership and succession management:

  1. Leadership in the open talent economy
  2. Formal leadership programs under scrutiny
  3. The meaning of high potential
  4. Digital leadership
  5. Building collaboration and alignment between HR and business leaders

Learn more at: http://blog.bersin.com/a-look-ahead-at-leadership-2016-2017-redefining-leadership/

Published in Latest News

 

The Federal Government Distance Learning Association (FGDLA) announced the 20th Annual FDGLA Award honorees. The awards recognize excellence in federal government distance learning and selected 16 organizations and professionals. The award luncheon will take place December 8th at the Government Learning Technology Symposium at the Washington DC Convention Center .

This is FGDLA 20th year for proudly recognizing individuals and organizations who have made major contributions to enhancing distance learning within the Federal Government,” says Alex Autry, President, Federal Government Distance Learning Association. Not only have these recipients’ improved the knowledge and skill levels of our number one resources- people-  but have ensured our Nation is second to none.”

FGDLA is honored to name the following Federal Government employees and organizations for demonstrating excellence in distance learning:

Individual Awards:

Hall of Fame: In recognition of an individual who has made significant contributions in promoting and developing distance learning in the Federal Government. 

Honoree: Dr. Kenneth P. Pisel, Joint Forces Staff College, National Defense University

Pioneer: In recognition of an individual demonstrating initiative and leadership in the development and implementation of distance learning in the Federal Government.

Five Honorees: Dale Carpenter, Distance Learning Group, National Park Service

Andrea Simonelli, Information Technology Department, Naval Air Warfare Center Aircraft Division

Naval Air Systems Command

Dr. Damon Regan, Advanced Distributed Learning Initiative

JoAnne Green, iCollege, National Defense University

Paul Thurkettle, NATO E-Learning, Allied Command Transformation

 

Organizational Awards:

Five-Star: In recognition of an organization demonstrating excellence in providing enterprise-wide distance learning solutions for the Federal Government.

Three Honorees: Acquisition Career Management Group Acquisition Policy and Oversight Federal Aviation Administration Digital Learning Network, National Aeronautics and Space Administration

Information Technology Department, Naval Air Warfare Center Aircraft Division Naval Air Systems Command

Innovation: In recognition of an organization demonstrating leadership in the development of emerging distance learning technologies providing enterprise-wide solutions for the Federal Government.

Three Honorees: Distance Learning Group National Park Service (NPS), Advanced Distribute Learning Initiative Office of the Undersecretary of Defense (Personnel & Readiness), NATO E-Learning Allied Command Transformation

Eagle: In recognition of an individual who has served the Federal Government distance learning community by providing exceptional leadership, vision, and advocacy.

Honoree: College of Distance Education and Training Marine Corps University

Pillar: In recognition for outstanding service or significant contribution to the Association by an organization not affiliated with the Federal Government

Honoree: Elearning! Media Group, Publishers of Elearning! and Government Elearning! Magazines

 

Elearning! Media Group is honored to win the FGDLA Pillar Award for contributions to the FGDLA,” says Catherine Upton, Group Publisher, Elearning! Media Group. “It’s an honor to be recognized and to support the FGDLA in honoring the contributions of our friends within the federal government.”

 

Published in Latest News

 

The election is over and now being the time to prepare for new leadership. President-elect Trump has a list of 13 potential team members. This is a great time to be reminded of how to prepare teams for new leadership.

The first six months of a leadership position should create momentum for sustained improvement, according to Ciampa and Watkins, the authors of the book, Right from the Start. Paying close attention to these three key elements is critical:

>> Address the problems of the organizational unit you have been called upon to lead,

>> Laying a foundation for deeper change, and

>> Build credibility with stakeholders, employees and governing boards.

Ciampa and Watkins also identify seven actions for successfully managing leadership change.

  1.       New leaders have two to three years to make measurable progress in changing the culture and improving financial performance.
  2.       At the start, the new leader should already understand the organization’s current strategy and associated goals and challenges and should have formed hypotheses about its operating priorities. During the first six months, these hypotheses must be tested and either validated or change.
  3.       New leaders must balance an intense, single-minded focus on a few vital priorities with flexibility about when and how they are implemented.
  4.       Within the first six months, the new leader must make key decisions about the “organizational architecture” of people, structure, and systems. The new leader must decide whether the composition of the inherited team is appropriate, and whether the organizational structure must change.
  5.       By the end of the first six months, the new leader must also have built some personal credibility and momentum. Early wins are crucial, as is beginning to lay a foundation for sustained improvements in performance.
  6.       The new leader must earn the right to transform the organization. The initial mandate from the Board and the CEO is never sufficient, nor will it remain static. It must be diligently and regularly reassessed. The new leader must also work actively to build coalitions supportive of change.
  7.       There is no single best way to manage a leadership transition. New leaders’ approaches will inevitably be shaped by the situations they face, their prior experience, and their leadership styles.

Source: Ciampa D, Watkins M. Right from the Start: Taking Charge in a New Leadership Role. Harvard Business School Press.

 

Published in Ideas

Evidence shows that consumers believe overall customer service is actually getting worse. Arizona State University found that customer complaints climbed from 45 to 50 percent over a two-year period. And, according to a study by NewVoiceMedia, poor customer service costs businesses in the United States approximately $41 billion every year. More clients are having negative customer experiences, and those experiences are translating into a substantial dollar-loss for businesses across the nation.

With today’s competitive marketplace, irritated customers are discovering that they can simply take their business elsewhere. In fact, 65 percent of customers have completely cut ties with a brand over a single bad experience. And internet-based businesses aren’t immune to this new-found customer awareness, either — roughly 60 percent of web users who encounter a problem (customer experience or otherwise) on a company’s website immediately leave the site and/ or visit a competitor’s site. So, whether your company is B2B focused, businessto-customer oriented, web-based or brick-and-mortar, there’s no doubt that customer neglect can significantly reduce your profits.

THE DECLINE OF THE CUSTOMER-CENTERED MENTALITY

What’s the cause of this decline in customer service? The answer depends on a variety of factors. For one thing, the modern customer is more aware of what good customer service is. Companies that are being consistently recognized as having superior customer service are taking advantage of the positive publicity a customer-focused business plan creates. They use transparency and social media communication to ensure potential customers around the world know exactly what kind of positive experiences they could be having. This puts a great deal of pressure on businesses to provide equally awe-inspiring customer service. Once clients realize top-quality service is a possibility, they begin to expect it from every business they encounter.

The almost infinite reach of the internet has made it possible for even the smallest of businesses to amass customers from all over the world. As this international customer base grows, business leaders are forced to reallocate more of their finite resources toward customer service. This becomes an even more difficult task to accomplish as their client bases grow. Add to that the issues of providing customer service across multiple languages and cultural norms, and the cost and complication increases even more.

DIGITAL DIFFICULTIES

Virtually every issue associated with the decline of customer service results from the advancement of the digital age. Simply put, as reach and abilities have increased, the one-on-one focus of pre-internet business has declined. This is unfortunate, because approximately 70 percent of buying decisions are made based upon how a customer feels that he or she is being treated.

The digital age doesn’t have to mark the end of the era of customer satisfaction. By recognizing and re-committing to some essential customer service skills that businesses around the world have been disregarding, you can ensure your customers remain happy.

Here are four customer service skills that many businesses need to re-learn:

1 Patience

If there’s one thing that has come to define the digital age, it’s speed. High-speed internet, instant video streaming, Wikipedia-style informational databases, online shopping with next-day delivery — all seem to promise customers everything with instant gratification. Businesses believe that by rushing potential customers through the sales process, they’ll have more time to devote to acquiring new leads. However, there’s something to be said for taking a more leisurely approach. When companies and clients are able to move slowly through the sales funnel, the extra time allows for better mutual understanding. Of course, many customers may still insist on a quick resolution. It’s the responsibility of the business to ensure the customer fully understands what he or she is committing to. When necessary, explain to hurried customers that in order to provide the best customer service, there are important steps that can’t be rushed. Most customers would rather invest the time to ensure competent service, than be quickly rushed into something they may end up regretting.

2 Knowledge

Few things are more frustrating for a customer than having to deal with unknowledgeable company representatives. A nightmare situation many consumers have experienced happens when a customer is transferred from department to department, having to reexplain their situation again and again to representatives who either don’t have the proper authority to address the problem or the understanding to make things right. The majority of employees who work directly with customers are often situated at the bottom rung of the corporate ladder. It’s become even more prevalent as many businesses are now choosing to outsource customer customer service departments in answer to their growing customer bases. But while it may make sense financially to spend less on customer-service specialists, it makes absolutely no sense at all when you consider the customer service implications.

Your customers are your company’s most important resource, and without them your business ceases to exist. So, spend necessary time, effort, and money to ensure that those within your organization who work directly with your customers have the training and authority necessary to give them a positive experience. Think of these added expenses as investments: 55 percent of customers would be willing to pay more for a better customer experience, so go ahead and charge a little bit more to make up for the added training.

3 Understanding

When you have the opportunity to meet your customers directly and communicate with them face-to-face, it’s generally less difficult to understand them. But as more and more customer interactions are taking place on the virtual stage, the ability to accurately ‘read’ customers is diminishing. This is because there are many more layers to conversation than can be conveyed through words. Body language, voice inflection, and a thousand other details that are vital to communication are garbled when businesses and customers attempt to communicate through text, telephone, or video conferencing. These limitations can be circumvented, however when it comes to accurately conveying intentions, feelings, and ideas, there is no substitute for honesty. If customers and representatives can communicate openly, they’ll be more likely to reach a favorable outcome.

4 Approachability

Customers don’t simply want the best products for the best prices; they want the best people working with them. Personality has always been an important aspect of the customer-business dichotomy. But with the necessary automation of sales processes, it’s becoming more difficult for customers to connect with businesses. As a result, businesses become faceless, uncaring entities in the eyes of the consumer. The remedy: A simple name tag. A name tag shows your customers that you welcome their questions, concerns and anything else. Of course, when operating over a digital medium, a physical name tag becomes somewhat ineffective. You can make up for that via social media pages that are well-maintained and give your customers a place to connect with your organization. The benefits ene of this kind of connection have been well documented: 77 percent of buyers are more likely to buy from a company if its CEO is active in social media, and 46 percent percent of web users visit a company’s social media pages before committing to a purchase. Also, organizations that deliver customer support through social media achieve gains of seven percent, , in comparison to the nearly three percent gains seen by those organizations that do not.

The digital age has opened up an entirely new universe in which businesses are able to generate new leads and establish customer relationships. Unfortunately, it has also played a part in driving a wedge between consumers and organizations. However, by identifying the aspects of customer service that are routinely being neglected and training employees to focus their attention on repairing these breaches, your organization can take advantage of the increased speed and reach of the 21st century digital landscape.

Don’t let customer neglect separate your business from the people on whom it depends. Recommit to customer retention and satisfaction through building customer service skills, and you’ll find that as you make their happiness your priority, your customers will respond accordingly.

— Stuart Leung is manager, Salesforce and authors authors monthly monthly blogs on trends in sales enablement enablement and CRM.

Published in Insights

Stop! Internet Service Providers are told they can no longer share consumers’ personal information, such as browsing history and location services. This landmark ruling is a first win for data privacy advocates and comes on the heels of an explosion in use of behavioral data to market products and services. 

The 3-2 party line vote by the FCC’s five commissioners, led by Chairman Tom Wheeler, a Democrat, was a major blow to some of Washington’s most politically powerful companies, including AT&T, Verizon and Comcast, which had hoped to use their privileged access to user data to build lucrative businesses by targeting advertising across multiple devices. It also was a rare win for privacy advocates,

Learn More: https://www.fcc.gov/document/fcc-releases-proposed-rules-protect-broadband-consumer-privacy

Published in Latest News

Brainshark’s coaching technology empowers managers to coach their teams anytime, anywhere. Sales reps can practice their calls, presentations, sales messaging and more, and receive instant, detailed feedback from managers, peers and – now – CCI expert coaching professionals. 

With CCI’s professional coaching services, sales leaders can get their coaching culture off to a strong start, scale their programs and provide personalized, expert advice to their sales teams that ensures higher performance.

In addition to the coaching services, CCI continues to provide eLearning content through Brainshark for Coaching. Now, through the expanded partnership, Brainshark for Coaching users can also opt to take advantage of:

  • Individual coaching reviews by a CCI expert – delivered through the Brainshark for Coaching interface and personalized based on each rep’s presentations and needs.
  • Interactive group workshops – delivered virtually by CCI and including best practices to help reps deliver exceptional presentations and to kick off a successful coaching program.
  • “Game-tape reviews” – where CCI experts analyze reps’ recorded presentations and develop action plans during virtual group sessions.
  • The sessions are designed to equip reps with the preparation, skill development and real-world advice they need to achieve greater levels of sales success.

    CCI was co-founded by Tony Robbins and Walter Rogers, thought-leaders in sales and change management, who has created and led businesses in 13 countries on three continents.

    Learn more -- https://www.brainshark.com/solutions/coach

    Published in New Products

     

    Now you can build your own private YouTube with Kaltura MediaSpace Video Portal, the market-leading rich media portal for every use-case. With the MediaSpace Video Portal, users can securely create, upload, share, search, browse, and watch live and on demand videos, presentations, webcasts, and other rich media content, anytime, anywhere. MediaSpace provides a superb cross-device user experience, unmatched user engagement capabilities, and powerful control and governance tools. 

    MediaSpace encourages community, collaboration, learning, and social activities through the power of online video. In the past, single administrators or small teams within the organization would publish to a large audience. MediaSpace revolutionizes this process by enabling democratization of media creation and sharing with many contributors, moderators, and viewers in a multitude of channels.

    Free trial available at: http://corp.kaltura.com/Products/Video-Applications/Kaltura-Mediaspace-Video-Portal

     

    Published in New Products

    Enterprise LMS, Asentia was launched this month by ICS.  Asentia is a cloud-based, mobile-responsive enterprise solution that combines social eLearning, classroom, and virtual learning within a state of the art interface, giving companies and organizations a user-friendly platform to streamline training initiatives.

    "The way that training is delivered is constantly changing and Asentia was created to facilitate eLearning using new technologies. We are dedicated to our customer's success and our suite of LMS solutions helps our clients to offer training in any capacity, on any device, and deliver measurable results," said Ed Gipple, President of ICS Learning Group.

    With Asentia's learning automation and reporting features paired with a mobile-responsive design, system administrators can quickly and easily implement logic-based rulesets to assign user permissions, course enrollments, learning path assignments, deadline reminders and group permissions.  All progress can be tracked and measured with Asentia's intelligent reporting features and its naturally mobile design provides an uninterrupted user experience to access training materials on any device of their choosing.
    Published in New Products

     

    The collaboration is marked with continuous acquisition, with this latest one poised to create stronger competition to Cisco and Microsoft.

    LogMeIn's previous lineup of products—including LogMeIn Rescue, BoldChat, LastPass and join me—will now include GoToMeeting, GoToWebinar, GoToTraining and OpenVoice. The combined business will have more than $1 billion in revenue, almost 3,000 employees and more than 2 million customers worldwide.

    “We believe that together we can better serve the needs of our customers, while expanding our reach and accelerating product innovation to bring you more choice, greater possibilities and better business outcomes," LogMeIn President and CEO Bill Wagner.

    Learn more -- http://www.globenewswire.com/news-release/2016/07/26/859040/0/en/LogMeIn-Announces-Merger-with-Citrix-s-GoTo-Family-of-Products-to-Create-Billion-Dollar-Industry-Leader.html

     

    Published in Deals

     

    The Virtual Reality War has begun. Alphabet’s launch of Pixel Smartphone and new VR headset has joined the battle with Facebook, Microsoft and Samsung. With the heavy adoption of the technology comes the realization that VR IS in the future for enterprise learning.

    VR is currently estimated to be a $1 billion industry according to Deloitte Global, but will explode to $35 Billion by 2025 according to BI Intelligence.  Video games and entertainment are the largest VR market segments accounting for$18.9 billion of the $35 billion market in 2025. Enterprise VR applications will generate 54% of VR market with Healthcare and Engineering leading the enterprise market.

     

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    Published in Latest News
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